All can play valuable roles in supporting an integrated change effort. The problems come when such programs are used in isolation as a kind of “magic bullet” to spread organizational change rapidly through the entire corporation. At their best, change programs of this sort are irrelevant. At their worst, they actually inhibit change. Why is diagnosis so vital in organizational change programs? In order to implement a successful change program you must have reliable. Trying to improve organizational performance by reorganizing, changing leadership or instituting new training and development programs creates change, but when done. Why is diagnosis so vital in organizational change programs? In order to implement a successful change program you must have reliable information outlining what.

Why is diagnosis so vital in organizational change programs? In order to implement a successful change program you must have reliable information outlining what you are attempting to fix. Failure to diagnose the problem can lead to even more problems. If you do not take the appropriate time to understand the problem you could be reacting and treating something that doesn’t need to be treated. For example, if you went to the doctor with a symptom and he doesn’t properly diagnose what has caused that symptom, the medicine he gives you for something that is not actually the problem, could create more complications. Failure to accurately diagnose will create further poor decisions down the road.

It is likely you will only be trying to fix some symptom of the actual problem so the problem will continue to persist until you get to the root cause. In order to identify the causes of the symptoms, performance measures are necessary. (Kaydos, W.1991) An example could be that you have a clogged sink. If you pour Drano down the sink pipes or try to plunge it out you will most likely middle of paper References Amer, Dr. Leadership Role in Management of Change. Retrieved from: www.kma.org.kw/Leadership.ppt Brown, D.R.

An experiential approach to Organizational development, (7th ed.). Upper Saddle River, NJ: Prentice Hall.

Gibson, Ivancevich, Donnelly, Konopaske. Organizations Behavior, Structure, Processes. (pg 458) New York, NY: McGraw-Hill Companies, Inc. Measuring, Managing, and Maximizing Performance. 38) Cambridge, MA. Productivity Press, Inc.

Mappa Tomtom Italia 2013 Long Sleeve. Vb6 File System Object Move File. Why is diagnosis so vital in organizational change programs? ORDER A SIMILAR ESSAY WRITTEN FROM SCRATCH Post navigation. Kisses And Caroms 2006.