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Problem defining and the consulting/intervention process.
California Management Review
|January 7, 1980
Summary
Evaluating organizational change is crucial. This study introduces a five-step model to assess change methods, preventing consultants from addressing the wrong problems (Type III error) and encouraging diverse perspectives.
Area of Science:
- Organizational Behavior
- Management Consulting
- Change Management
Background:
- Numerous methods exist for planned organizational change.
- Effectiveness of these change methods in problem-solving is often overlooked.
- Existing approaches may lead to addressing the wrong organizational issues.
Purpose of the Study:
- To present a method for evaluating an organization's approach to change.
- To ensure change methods align with the specific problems encountered.
- To improve the effectiveness of planned change initiatives.
Main Methods:
- Utilizing intervention theory and the consulting process.
- Diagramming the change process as a five-step cycle: sensing, defining, deriving solutions, implementing, and evaluating.
- Highlighting common pitfalls such as consultants entering at the solution phase (Type III error).
Main Results:
- Consultants often enter the change process at the solution derivation stage, increasing the risk of solving the wrong problem (Type III error).
- Consultants' limited disciplinary training can lead to narrow problem conceptualization.
- A multidisciplinary team approach is recommended for comprehensive problem conceptualization.
Conclusions:
- A structured evaluation of change approaches is necessary for organizational effectiveness.
- Addressing the root cause of problems requires a systematic and comprehensive approach.
- Employing diverse consultant perspectives enhances the ability to conceptualize and solve complex organizational issues.