We are dedicated to closely collaborate with internal co-workers of organizations to support them in attaining organizational goals and to find ideal solutions to current organizational problems. We therefore partner with clients first in understanding the current state of affairs.

Organizational Diagnosis

An organization development process is – by default – initiated by an organizational diagnosis. It is difficult to prepare any action without having an understanding about the initial situation. A realistic picture is indispensable in designing the road that leads into the desired future and delineating the direction the change process must take. A diagnosis can often be an intense intervention in itself, given that the focus of the diagnosis may become a key issue in the minds of the employees of the organization. For this reason, a diagnosis in itself may trigger a swift and visible change in behavior.

Our diagnosis is performed based on a combination of the following methods:

• Survey, questionnaire
• Interviews
• Participant observation, utilizing checklists
• Drama techniques
• Transaction analysis (TA) diagnosis
• Development Center (to assess personal, team and organizational skills)
• Large group methods
  

Internal and external satisfaction

One of the more commonly selected diagnostic targets is to measure internal and/or external satisfaction. One can measure employee satisfaction and/or the attitudes of all players in some relationship with the organization (e.g. sub-contractors, clients, partners, shareholders, family members, geographical neighbors, environment activists, etc.), otherwise called a stakeholder study.

As part of the research phase, qualitative methods (personal and group interview techniques) are used to design a customized quantitative tool (survey) jointly with the client, which will enable us to show statistically significant and verifiable data with regards to the measured items. As an example, a client may find out about the strong and weak points in employee satisfaction, the reasons behind them, as well as the dispersion of opinions broken down by department, management level or other demographic variables.

Once the quantitative analysis has been performed, we are able to design an intervention schedule, or, in case further depth is required for understanding the situation, we can reach a deeper level of analysis through a second qualitative phase.