Organizational Development.....Diagnosis

Theories, explanations, behaviors, reasoning, decisions, effectiveness, fast paced changes, development..... I appreciate Bolman and Deal's view of the organization as machines, families, jungles and theater. Machines have roles, tasks, and functions for clarity of purpose and contribution. Families have expressions, talents, skills, and contributions as human energy or fuel. Argyris and Maslow
Jungles have power, differences, limited resources, and diversity in values, belief, and interests. Theaters have context and culture- roles to play, bringing artistry and self expression into the role- a collaboration of energy and soul.
Common diagnosis of organizations are aimed at people- inefficiency is interpersonal-human error and fault. 4 frames of diagnosis might question: What is going on structurally? From a human resource perspective? What are the politics? Symbolism?
I'm all for organizational structures and environments that foster civility and empower employees. Yes, an organization that has a culture swaddled in a fabric of civility is far more productive one. I just had to get my "civility" in here. Human potential can be maximized by encouragement and respect. Productivity can be pursued as a passion. Oh, am I getting to lofty? I hope not and No, of course not! We can never be too lofty- I really think that's what education needs. We need some serious change and restructuring. I'm getting tired of the drone responses "we can't do that. it'll never work. that's not the way we do things. people don't want to change. there will be too much resistance. it's too much work." In the words of my grandmother, Viv O'Hern, "You're full of Blue Mud!" She never said this about ideas or potential for change, but as a response to stubborn folks or flat out nay-sayers or manipulators of the truth. Grandma loathed a fib and was quick to point it out.
I really like the statement on page 362 of Gallos and Schein in OD- The field fulfills its mission and legacy best when its methods are underpinned by multiframed ways to work with and understand organizational reality; its change agents can assist organizations in identifying and expanding their current lenses; and its process model the power of flexible thinking and the willingness to ask, "What else might really be happening here?" Which can act as a segue to appreciative inquiry- discovering the best of......understanding what creates the best of.....amplifying the people and processes who best exemplify the best of.....
Interviews from the bottom up, hmmmmm, heard this before. What a great way to start an inquiry. These readings, coupled with those of ED 404, are giving me a jumping off point for my own inquiry. Another good segue into the cafe perspective:) Reminiscent of art therapy sessions for my elementary students- what works for kids- usually works for adults, but yes- pay attention to the setting, rules, standards and such.
I appreciate Dr. Roy's outline or skeleton of attack for additional OD reinforcements and plan of attack. Entry, collection, and feedback- with the emphasis on collection-ID, historical, structural, org. functioning, attitudes and relationships, analysis and conclusions. I think for me the bottom up inquisitions are where I need to focus- get a better handle on the functioning- attitudes and relationships- then analyze and conclude....and finally, (not part of my current project plan) feedback. I do plan to provide feedback- in a counseling type session- with the players and leaders, if I feel it's relevant and important. I'll give some sort of feedback- although with budget crisis and looming humongous cuts to personnel- the feedback may not apply- since the department will be pared down to a very limited core, but that's a blog for another day.