Wesbad's Six Boxes Model: Wesburd, American, Professor of Organizational Dynamics, University of Pennsylvania.
The six-box model is also integrated into the business environment, paying attention to people themselves, taking leadership as the core, monitoring the five cores like radar, and paying attention to interaction.
Six boxes are a sharp weapon to constantly check the business realization process from the perspective of the organization.
④ Organizational diagnosis itself is an intervention activity, because it participates in the daily activities of the organization and affects the expectations of the members of the organization for change.
Group behavior and group viewpoint are the basis of organizational diagnosis.
④ Three elements of organizational diagnosis: process, modeling and method (skill).
First of all, the questionnaire survey method originated from sociology.
1. Tissue diagnosis questionnaire based on "six boxes"
* the organizational diagnosis questionnaire (ODQ) was designed by Professor Robert C. Preziosi of nova southeastern University. According to Wesburd's six-box model, six areas and the seventh area (attitude to change) were designed.
* ODQ1* * has 35 questions, and there are ***7 variables, and each variable has 5 questions. ODQ asked respondents to rate each question in the range of 65,438+0 to 7, with 65,438+0 indicating strong agreement, 4 indicating moderate position and 7 indicating strong opposition.
* ODQ survey should be conducted anonymously in order to get the most authentic feedback.
* ODQ survey can be used in the whole organization or a business unit. After summarizing the data, it can be used to evaluate the status of employees at the same level in different groups and teams in addition to the status of the same organization or team.
* OQD questionnaire should be promoted and analyzed by professional consultants. A single sample of the questionnaire is not important. After summarizing all the questionnaire samples, the consultant will make an overall analysis.
* After the analysis is completed, the consultant needs participants to provide feedback on the survey results; Encourage participants to form groups to discuss and brainstorm existing problems; Evaluate after forming various solutions; Finally reach an agreement on a plan; Develop an action plan; And agreed to the evaluation of the plan.
2. How to make difference statistics?
L comparison of individual problems
Evaluate the difference between the average score of each of the seven variables and 4 points. A score of more than 4 indicates that the organization has problems in this respect. The closer the score is to 7, the more serious the problem will be. A score of less than 4 indicates that there are fewer problems in related fields, and a score of 1 indicates that the organization is at the best level in this field.
L multi-question comparison
Evaluate the difference between each question and 4 points. All 35 questions in the questionnaire can be evaluated, so that the diagnosis will be more accurate. Suppose the average score of question 8 is 6.4. This not only shows that there is something wrong with the box of organizational goals, but also shows a more specific problem, that is, there is a gap between organizational goals and personal goals.
? The second more accurate diagnosis method can lead to more accurate tissue intervention.
? The relationship between seven variables must be considered when making diagnosis. For example, is it possible that there is a problem in the relationship because there is no reward for establishing good interpersonal relationships? This may happen if the average score of all relationship questions (4, 1 1, 18, 25, 32) is higher than 4, and the average score of question 33 is much higher than 4.
? For example, let's assume that the average score of question 8 is 6.4. This not only shows that there is a problem with organizational goals, but also shows that there is a gap between organizational goals and personal goals.
? Compared with the generalized diagnostic method described in the first diagnostic method, the more accurate diagnostic work of the second diagnostic method may be helpful to intervene the tissue more appropriately.
? Correct diagnosis must solve the relationship between boxes to determine the relevance of the problem.
? For example, if there is a problem in the relationship, can the reward system reward the relationship behavior? This may happen if the average score of item 33 is much higher than 4(5.5 or higher) and the average scores of all topics in the relationship (4, 1 1, 18, 25, 32) are higher than 5.5.
3. Tissue diagnosis table
? The results of the questionnaire survey should be compared with the actual cases. There is a big gap or shortcoming between the survey results and the target values of six boxes, so it is necessary to focus on research and give action plans and fill them in the following tissue diagnosis table.
4. Efficiency and reliability; High reliability is not necessarily high validity.
L Reliability is reliability, consistency and stability.
For example, measuring the same object, the results of many measurements are very close, and everyone will think that this result is credible and true, that is, it is highly reliable. If the results of each measurement are very different (for example, the same group of students use the same paper to test, and the average score of each test is very different), it means that the reliability is low.
Similarly, in questionnaire research, reliability analysis is also used to measure whether the sample answer results are true and reliable. The higher the reliability of the test, the more credible the result.
L reliability can be divided into internal reliability and external reliability.
Intrinsic reliability: refers to measuring whether multiple questions in the research questionnaire measure the same concept or content, that is, whether there is internal consistency between the questions.
External reliability: usually refers to whether the measurement results are consistent at different times. For example, the example of exam results mentioned in the example just now.
L validity analysis is simply the validity and accuracy of questionnaire design.
When designing a questionnaire for a research topic, people always hope that the actual measurement of the question is what they want to measure, so that the research data can accurately explain the problem. For example, if you want to know the comprehensive performance of a class of students, if you only test a subject of mathematics in a formal survey and then draw a conclusion, then the effectiveness of such a survey may be very low, because there is a great deviation between the measured direction and the survey direction.
L Validity classification: Validity can be divided into content validity, structure validity and criterion validity.
Second, the interview method
Characteristics and types of interview methods
L interactivity
Compared with other research methods, the most striking feature of interview method is the direct interaction between the interviewer and the interviewee. The psychological characteristics, attitudes, expectations, perceptions and behaviors of both parties are interactive.
L flexibility
L purpose and standardization
structured interview
There will be no missing questions, and the questions and answers will be confirmed to facilitate quantitative analysis. But it's impolite. If the atmosphere is lively, flexible and relaxed, it is not recommended.
L unstructured interview
There is no clear definition of question and answer, only the theme or direction of the interview is determined, and the specific questions of the interview are not drawn up.
L semi-structured interview
Semi-structured interviews are conducted on the basis of using the interview outline. The questions to be asked or the topics to be discussed are listed in advance, but the order of questions and questions may vary from person to person.
2. Interviewees and core content
L entrepreneur level
* The dimension of "entrepreneur judgment"
! Basic understanding and views on the overall situation of the industry
! Understanding of enterprise's own competitiveness
! Understanding of enterprise's future career field and basic business model
* "Entrepreneur values" dimension
! Understanding and judgment of enterprise management: risk, responsibility, profit demand, etc.
! Understanding and judgment of enterprise management reform: organization, process, system, resource allocation, strategy and tactics, etc.
! Understanding and judgment of enterprise human resource management: trust, authorization, control point, salary, etc.
L Staff level (important position, important person)
* "Enterprise Issues"
! The emergence of internal management problems in enterprises and the causes of contradictions
! Causes and Causes of Internal Management Contradictions in Enterprises
! Basic judgment on market competition environment, business model and possible challenges in the future
! Opinions and suggestions on solving the basic problems of enterprises
* "Business Process"
! Basic process description of enterprise business
! Main contradiction affecting business process (based on improving system efficiency)
! Process change suggestion
3. Organize the three stages of the interview
Pay attention to the continuity, gradualism and information interaction of the three stages of the interview, make an interview plan in advance, pay attention to the division of labor and cooperation of the interview, the integrity of the records, unify the caliber, dress consistently and act consistently.
L the first box: mission and goal interview question design
How to ask questions in each box in the diagnosis interview, so that it can be changed from an abstract concept to a concrete concept? First of all, when designing problems, we should understand the current situation of the organization and business, and then make appropriate designs to present facts and explore the truth. In addition, the setting questions need to be crushed, become the common language of the merchants, and then communicate with the merchants.
(1) What is the goal of our business team?
(2) How is this business objective established? Why this goal?
(3) Who knows this business goal and who doesn't? What is clear and what is not?
(4) What is the relationship between goal and mission?
(5) What have our business teams achieved in the past and what are they proud of? So what do they think their mission is?
(6) What kind of value does the business team provide to whom?
(7) After the goal is summarized, can each team support the realization of our overall goal? If not, what's the problem?
(8) Can the core of each team's goal achievement become the KPI of department assessment? This link is very important.
L the second box: the design of organizational and structural interview questions
The continuous development of organizational structure means constantly seeking a balance between stability and flexibility, which means that no organizational structure can perfectly realize all ideas. Only rely on daily organization, including meetings, weekly reports, monthly reports, etc. The daily organization mode should be business rhythm, which is positively related to two aspects, one is the rhythm of the industry and the other is the preference of managers. If we only look at the organizational structure without studying the daily organizational forms, it will be worthless.
What is our organization chart? draw out
(2) Why is the organization chart like this and not like that? What is the process of forming such an architecture?
(3) Can such a framework support the realization of business objectives, and how?
(4) What are the daily working methods and organization methods of business teams? How often do you have a meeting? How to organize? Please list
(5) Are you satisfied with every memory? Which meetings were satisfactory and which were unsatisfactory?
(6) Besides, what other management methods are there? When do employees work together and independently?
(7) Can the daily management mode and organizational structure form a whole to support the realization of business objectives?
L the third box: relationship and process interview question design
(1) Who are the customers and what are their needs? What are the business processes that satisfy customers? (Example: Business Flow Diagram)
(2) What is the key business? Who is engaged in key business?
(3) What internal and external relationships do you need to cooperate with based on key people?
(4) How to evaluate each internal and external relationship?
(5) What conflicts often occur during the implementation of key business?
(6) How are these conflicts usually resolved? How is it managed?
The fourth box: help mechanism interview question design
(1) What mechanisms play the role of coordination and integration? What was the original intention? What role does it play? What are the positive effects? What are the opposite effects? Please give examples.
(2) How does the budget and risk control mechanism work? What was the original intention? What role did it play? What are the positive and negative effects? Please give an example.
(3) How easy is it to get the necessary information at different levels of the organization?
(4) What should I do when the organization has an accident? How to carry out emergency management?
The fifth box: the design of motivational interview questions
(1) What are the official rewards in the organization? For what?
(2) Are employees motivated by what they do and punished for not doing anything?
(3) How do employees view formal rewards?
(4) What is the employees' overall cognition of managers? Do you know whether managers care about employees' feelings? Do you know the feedback from employees? What is the self-awareness of managers? )
L box 6: design of interview questions for leaders
(1) Please rate the work of the business management team on five boxes, and score 1 ~ 10.
(2) Do business managers work as a team?
(3) What do they care about? Ignore what?
(4) What are their preferences?
Third, the workshop method originated from psychology.
1, balance of six cases
Mission and goal are the premise, organizational structure and relationship flow should be put together, whether there are enough coordination means to help the mechanism, whether it plays a positive or negative role, whether rewards and incentives stimulate employees' motivation, and leaders and management should coordinate these.
(1) Mission and goal, we should re-examine our goal, and what value do we create for whom?
(2) Organizational structure, how do we divide the work?
(3) Relationship and process, which of us should do what with whom?
(4) Motivation, how do we motivate employees?
(5) Help mechanism, do we have sufficient coordination means?
(6) Leader, can you keep the balance of the six boxes?
2. The underlying logic: * * Why can we create solutions to problems?
3. The first box: mission, strategy and goal.
Mission-vision
Strategy-Blueprints and Milestones in Three to Five Years
Goal-practical measures in a year or so
4. The second box: structure &; organization
5. The third box: Relationship &; procedure
6. Box 4: Incentives
7. The fifth box: Support &; tool
8. Box 6: Management and leadership
9. Six boxes are used and shared on the ground.
Make the theory clear first, and then carry out actual combat.