In fact, although the work of tissue diagnosis depends on "capable people" to a great extent, we can use relevant diagnostic tools to standardize the diagnosis process, which can reduce the ability requirements for operators, and then we can effectively carry out tissue diagnosis.
First, what is tissue diagnosis?
This is Baidu Encyclopedia's definition of tissue diagnosis. Organizational diagnosis refers to the activity of determining whether changes are needed on the basis of comprehensive analysis and evaluation of the organization's culture, structure and environment, that is, managers make clear answers to questions such as whether changes should be made, where changes should be made, and whether conditions for changes are available.
For tissue diagnosis, it can be understood as a physical examination for enterprises. By investigating and analyzing the actual performance of various characteristics, we can understand the health status of enterprises, accurately locate the existing problems, analyze the root causes of the problems, and then take targeted improvement measures.
In practice, organizational diagnosis is not necessarily a comprehensive diagnosis of the whole enterprise, but also a diagnosis of a certain business and a certain department. It can not only diagnose the whole organization in an all-round way, but also make a special diagnosis only for a certain problem.
It should be noted that organizational diagnosis is different from organizational inventory. The focus of inventory is to understand the current situation of the organization, while the diagnosis emphasizes to deeply analyze the causes of the current situation and find the connections behind different problems.
Second, why do you want to do tissue diagnosis?
Enterprise organization diagnosis usually has three purposes: to find out the cause of the problem and provide the direction to solve the problem; Understand the factors that affect organizational change and ensure the smooth progress of organizational change; Grasp the specific performance of all aspects of the organization and realize self-prevention and health care.
(1) Reveal the problems and their root causes, and fundamentally solve the existing problems.
In most cases, enterprises carry out organizational diagnosis to find out the existing problems or find out the causes of the problems. Maybe everyone will think, doesn't the boss know what the problem is? Will the problem be solved soon? Why do you need a tissue diagnosis?
I used to work in a pharmaceutical chain company. When I first communicated with my boss, he mentioned that the front-line employees were not motivated to work, and everyone did not take the initiative to improve their performance. The loyalty of employees is also insufficient. If the wages of other enterprises are slightly higher, employees will quit, and even employees with higher wages will leave. ...
The boss thinks that there is something wrong with the incentive mechanism, which can't motivate everyone to make better performance. Therefore, we hope to adjust the performance-based salary scheme according to our strength.
However, with our in-depth understanding, it is found that the reason for employees' low enthusiasm is not just performance pay. It is also because the salary is opaque that the boss will make some amendments to the salary, lowering the high salary and increasing the low salary. Moreover, due to geographical factors, different stores have different difficulties in completing their performance, but according to the same commission standard, some stores with good lots can easily get high wages, while those with bad lots can't get high wages even if they work hard. ...
In other words, the boss may really not know what the problem is, and may give himself the wrong prescription!
In fact, the emergence of management problems seems to be scattered and mobile. Different people in the enterprise stand from different angles and have inconsistent and even conflicting feelings about various contradictions. But behind the management problems are interlocking, causal cycle, back and forth conduction, complex and dynamic. If we can't find the connection between the internal problems and look at the problems from multiple angles, the measures to solve the problems may be ineffective.
Establish a logical connection between problems: "Problems are often interrelated and even causal. Only by clarifying the logical relationship between problems can we jump out of the local perspective of the problem and change the circular direction of the problem from the perspective of the whole chain. " For example, the boss thinks that the wages of front-line employees are high and wants to reduce their wages. However, employees with reduced salaries are unwilling, and the department has to increase staff. It seems that the average salary of employees has decreased, but the labor cost has increased, which is not worth the loss.
Understanding the problem from multiple angles: Because of different roles and different concerns, different questions and conclusions will be drawn for the same problem. In the previous example, the boss thought that making some fine adjustments to employees' wages would make the internal fairness of wages higher, because those employees with high commission wages were because of the good store location rather than personal ability. But in the eyes of employees, since the rules are set, they should abide by them. If you just stand on one side, it makes sense to know about it. If you can't look at the problem from multiple angles, the solution adopted may not be able to solve the concerns of many parties.
Find the root of the problem: there are many reasons for the problems in enterprises. Only by starting from the root of the problem can we avoid the temporary nature of solving the problem. When doing organizational diagnosis for enterprises, it is found that the old employees who have worked for about 3 years have the lowest satisfaction. Further analysis is because their development space is limited and they cannot be promoted. If the analysis ends here, the solution is to reuse these old employees. However, further analysis found that these old employees were not promoted because the requirements were low at the beginning of the establishment of the enterprise, and these old employees had a weak foundation and failed to keep up with the development speed of the enterprise, so they could not be reused. if
(two) to understand the factors that affect organizational change and ensure the smooth progress of organizational change;
Organizational change will have a great impact on the members of the whole organization. It is the change of employees' original working methods and habits, and even the redistribution of interests. If you don't know what are the obstacles that affect the change, how to clear them, and when and how to promote organizational change, it is very likely to push the enterprise to a state of perdition.
Through a comprehensive organizational diagnosis, this paper analyzes the influence of organizational change, which groups will be hindered and which groups will be supported by these influences, and then decides how to eliminate obstacles and expand support, and then promotes organizational change at what level. Only in this way can we ensure that the whole organizational change is controllable, thus increasing the possibility of successful organizational change.
(three) to master the operation of enterprises and better carry out preventive health care.
Just like people, you can't wait until you are sick to have a check-up. Enterprises also need regular physical examination, which not only helps to fully grasp the performance of all aspects of the organization, but also helps to carry out business management activities accordingly. It can also find bad signs in time and take measures in time to avoid major problems. Therefore, even if there is no problem and there is no need to make changes, capable enterprises will conduct regular organizational diagnosis.
Third, how to determine the mode of tissue diagnosis?
In the process of tissue diagnosis, determining the diagnosis model is a key link, and the diagnosis model even determines the success or failure of tissue diagnosis. Because of the complexity of the organization, a model is needed to cover all the factors that affect the effectiveness of the organization, and it conforms to the MECE principle (no overlap, no omission). When determining the diagnosis model, there are usually three ideas:
(A) direct use of the classic tissue diagnosis model
Many enterprises tend to use the standard models developed by consulting institutions or applied researchers when conducting organizational diagnosis, which explain in detail the organizational characteristics that have been proved to be very important by countless practices.
At present, the commonly used tissue diagnosis models mainly include: open system model, Wesburd six-box model, McKinsey 7S model and star model.
1. Open system model: This model regards the organization as an open system. This model can help enterprises to choose diagnosis topics, improve the criteria for evaluating the effectiveness of organizational diagnosis, collect data, prepare feedback, and decide what action steps can be taken to solve problems and improve organizational effectiveness.
2. McKinsey 7S model: This model holds that enterprises must comprehensively consider all aspects, including structure, system, style, employees, skills, strategy and values.
3. Wesburd Six-Box Model: This is a simple and practical tool for organization diagnosis and inventory. These six boxes include mission, structure, reward, relationship, support and management, which help us to establish a systematic thinking to look at the current situation of the organization.
4. Star model: This model consists of a series of design strategies, and it is a tool that management must master skillfully to effectively shape its organizational decision-making and behavior. Design strategies include five categories: strategy, architecture, process, reward/reward, and human resource management.
These models are summarized and refined on the basis of the practice of western enterprises, and have certain abstractness. In practical application, it is necessary to have a deep understanding of the elements contained in the model to avoid the content deviation in diagnosis.
(2) Revise on the basis of standardized model.
The standardized model may also be inconsistent with the actual situation faced by enterprises, for example, some information cannot be obtained and the personalized characteristics of the organization cannot be reflected. In order to avoid these defects, enterprises modify the standardized model to adapt to the effectiveness factors of the organization and its environment. Of course, this modification may only modify one or several elements, or adjust the content contained in the elements. For example, when making organizational diagnosis for small and medium-sized enterprises many years ago, we originally planned to use McKinsey 7S model, but in the specific operation process, we found that strategy, style and * * * shared values are not the key factors affecting organizational effectiveness, so we weakened these three aspects and focused on structure, system, personnel and skills.
(3) Reconstruction of tissue diagnosis model
In recent years, with the rise of organizational development in domestic enterprises, some theoretical researchers and practitioners are also exploring diagnostic models suitable for the characteristics of domestic enterprises.
In the book "Organizational Design: Seeking the Law of Realizing Organizational Value", the author divides the content of organizational diagnosis into two parts, one is business diagnosis, and the other is management diagnosis. The components of the diagnosis model are more specific and suitable for domestic small and medium-sized enterprises.
Of course, we can also reconstruct the enterprise's own organizational diagnosis model according to the specific characteristics of the enterprise and combining with the classic diagnosis model. Common classical models include organizations, people and processes. Combined with the business characteristics of the enterprise itself, such a diagnosis model can be established.
It should be noted that most of the current organizational diagnosis models are usually based on the diagnosis of the whole enterprise, so almost all organizational characteristics are involved. However, it is basically difficult to apply a standardized model if it is only for organizational diagnosis of a certain business. After all, some organizational characteristics are only reflected in the whole enterprise level. In this case, when tissue diagnosis is carried out, it must be re-modeled.
Fourth, the steps to implement tissue diagnosis
(1) Collect information
Whether consulting institutions or enterprises organize their own diagnosis, they should first collect information as much as possible. The information collected includes information inside and outside the organization.
If it is a special diagnosis for a problem, the information to be collected can be found around the problem.
(2) Generating models and developing diagnostic tools.
Through the preliminary study of the collected data, we can have a comprehensive understanding of the whole organization and determine the tissue diagnosis model accordingly. If it is for business diagnosis, it is necessary to establish a diagnosis model on the basis of understanding the business.
After the model is determined, it is necessary to sort out the diagnostic tools, mainly organizing diagnostic questionnaires and interview outlines.
(three) the implementation of tissue diagnosis
In the process of implementing tissue diagnosis, there are mainly five ways:
1, data research:
In the process of diagnosis, it is also necessary to conduct more in-depth research on the collected data. By studying the internal data, we can sort out the current situation of all aspects of the organization, such as the division of responsibilities, management scope, institutional processes and so on, whether they match the development stage. Through the study of external data, we can establish a comparison standard, so that we can compare all aspects of the organization with outstanding enterprises or industry standards in the industry and understand the level of the organization in all aspects of the industry. At the same time, we can also find the goal and direction of improvement in the aspect of organizational deficiency.
2. One-on-one in-depth interview
This method is an important way of real-time diagnosis, and its time cost is relatively high. Everyone interviews 1 hour or so. So we need to find representative people. Usually, the selection criteria of interviewees are determined from several dimensions such as age, department, level and performance level. For example, there are 1 person whose age is less than 1 year and more than 3 years; At least 1 person per department. Generally speaking, for the diagnosis of the whole organization, all middle and high-level people will interview. That's it. One-on-one in-depth interview requires the interviewer to master some basic interview skills.
3. Questionnaire survey
One-on-one in-depth interviews can only be conducted with representative people, and the questionnaire can cover all employees. Organizational diagnostic questionnaire usually adopts standardized questionnaire, which is suitable for the diagnosis of general organizational characteristics, such as employee satisfaction. However, the combination of this questionnaire and the enterprise is not enough, and some personalized questions can be set in the multiple-choice part. Questionnaire survey is not suitable for sensitive and in-depth questions. Moreover, in the process of filling out the questionnaire, the respondents are prone to personal prejudice or personal emotions, which leads to inaccurate information collection. In the later stage of data processing, it is necessary to evaluate the questionnaire and eliminate the invalid questionnaire.
4. On-site observation
In the process of diagnosis, you can also attend the meetings of various departments, observe the business development of various departments on the spot, and collect and sort out all kinds of information comprehensively.
5. Focus group interviews
For some valuable information collected, or information that needs deep excavation, or after the preliminary diagnosis conclusion comes out, you can communicate with the core management personnel in depth.
(4) output the diagnosis report.
After the tissue diagnosis, it is necessary to summarize, sort out and analyze the collected data, and then write a tissue diagnosis report on this basis. In the process of data analysis or preparation of diagnosis report, targeted interviews can be conducted again for inaccurate information to ensure the authenticity of the collected information.
It should be noted that there are two operation methods at this stage:
One way is to organize a diagnosis report to analyze the problems, put forward short-term, medium-term and long-term improvement suggestions, and then interpret the report to the company management.
Another method is to organize the diagnosis report to mainly analyze the problems, and the specific suggestions are created by the management through the workshop mode. General operation and implementation steps are as follows:
(1) Set up a workshop, identify workshop participants and prepare corresponding props;
(2) Organize the person in charge of diagnosis to interpret the problems found in diagnosis and the reasons behind them;
(3) Participants * * * create and output specific improvement suggestions and landing plans;
(4) Tracking the implementation of various landing plans.
5. What are the precautions for tissue diagnosis?
1, the conclusion should be true: if the information is inaccurate or the derivation process is not rigorous, it will face challenges from all sides in the later interpretation process. Therefore, the information collected in the process of diagnosis must be verified in many aspects, especially the sensitive or key basis to support the conclusion, and the authenticity must be guaranteed; The conclusion must also be based on facts.
2. Bold assumption and careful verification: On the basis of studying the previous data, make assumptions about the possible problems of the organization, and then verify whether the assumptions are established through questionnaires and interviews.
Flexible use of tools: the content involved in this paper is mainly aimed at comprehensive diagnosis. In the specific practice, we should choose the appropriate diagnosis content according to the maturity of enterprise management and diagnosis types, and use various diagnosis methods flexibly to effectively control management costs.
According to this working idea and process, enterprises can basically carry out organizational diagnosis. Of course, in the aspect of diagnosis model construction and diagnosis implementation, it is necessary to constantly sum up in practice, so as to gradually become familiar with relevant tools and methods, and then improve the accuracy and comprehensiveness of organizational diagnosis conclusions.