DIAGNOSING AND FIXING ORGANIZATIONAL FLAWS

The Problems:

(1) Organizations change.

• What worked for a new organization may not fit one in mid-life.
• What worked when certain people were present may no longer fit as those people leave and are replaced.
• What was effective under one set of external circumstances may be ineffective as circumstances change.

Organizational flaws can develop unnoticed. While dramatic change is obvious, most change evolves one day at a time. Old responses to new situations or to new people may be increasingly ineffective, reducing productivity and profit. Human nature often leads us to hold onto the familiar, even when it no longer pays.

(2) It is often difficult to know if problems exist because of organizational issues or because of the behavior of one or more people in the organization. The signs of problems are always in how people act. Are they acting badly because of their own problems, which they inflict on the organization OR are they acting badly because of hidden problems in the organization itself? Fixing the problem relies on knowing the answer to that question. Human nature leads us to personalize problems, i.e., blame somebody rather than look at the organizational level. That can be a costly mistake.

The Solution: "Diagnosing and Fixing Organizational Flaws" is a seminar/consultation program for the management team responsible for organizational effectiveness. The seminar provides conceptual tools the team can use to:
 

• Distinguish between organizational problems and people problems.
• Understand organizations in a way that improves decision making and problem solving.

The consultation program helps the team to develop and carry out solutions. If a person centered problem is identified, consultation can help obtain (1) counseling for situations resulting from troubled but valuable employees, or (2) skill-building programs for talented employees with skill deficits for their particular job.

If an organization centered problem is identified, consultation can help the executive team make needed changes. The consultant's role is to focus on the process of change --the center point of our expertise. This allows the executive team to concentrate on the content of the change, the center point of their expertise.

Signs of Problems

How does a company know if a problem exists that requires intervention? We can help you make that decision with a formal assessment. However, you can see a lot for yourself. Consider the following areas (check those that apply):

• poor morale, such as complaining, whining, an air of chronic tension
• decreased or poor work quality
• decreased or poor productivity
• excessive accidents, absenteeism, disciplinary actions, grievances,
• disability claims for stress, EEO complaints
• complaints of fatigue, boredom, decreased motivation, and burnout
• high turnover, especially when the best people are leaving
• too many episodes of poor judgment
• unsatisfied customers
• high level of unproductive conflict

The performance process: The keys to success for this program are the same for success in most endeavors - careful planning, thoughtful execution, and follow-up: (1) We begin with a careful assessment of the company's situation. (2) We use that assessment to tailor the seminar to the needs of the company. (3) We carefully and thoughtfully conduct the seminar. (4) We develop our role in consultation, based on what the seminar and pre-seminar assessment show. (5) We follow-up with the company on the action plans selected.

Investment: This program is always individually tailored. We will be happy to provide a quote based on our discussion of the company's particular situation.

Please call David S. Litton, Ph.D. for more information or initial consultation at no charge