DIAGNOSTIC MODELS values because of their perceived central role in the

development of other elements.

WEISBORD’S SIX-BOX MODEL

NADLER-TUSHMAN CONGRUENCE MODEL

The Six-Box Model illustrates how six important

aspects of the organization – purpose, structure, The Nadler-Tushman Congruence Model identifies four
rewards, helpful mechanisms (coordinating factors that drive an organization’s performance. These
technologies), and relationships – are connected to each are tasks, people, formal organization (comprised of
other. formal structure, systems, and processes), and the
informal organizational arrangements (also referred to
Weisbord posited that for an organization to be
as culture).
effective, the leader must ensure that there is a balance
between and among the boxes; he or she must also Similar to the Six-Box and 7s Models, congruence and
make sure that corrective actions are taken to close the alignment of these factors are necessary for the
gap between the current and the desired situation. organization to function optimally. However, the
congruence model goes beyond the confines of the
organization.
MCKINSEY’S 7s MODEL
Founded on the principles of open systems, Nadler-
Tushman points to the organization’s environment,
resources, and history as critical inputs that inform the
organization’s strategy.
The model also underscores the important role of
feedback in helping the organization refine its processes
and improve its outputs.

DAVID HANNA’S ORGANIZATIONAL

The McKinsey’s 7s Model suggests seven elements for SYSTEMS MODEL
assessing organization: strategy, structure, systems,
style of leadership, shared values, staff, and skills.
Similar to the six-box model, these seven elements
must be aligned and should mutually reinforce each
other to improve organizational performance.
However, in contrast with the six-box model. Which
considers the leader as a central element, the 7s model
places more emphasis on the organization’s shared
The David Hanna’s Organizational Systems Model
likewise suggests that harmonizing and aligning
operational variables are critical to organizational
performance. The Burke-Litwin Causal Model identified 12
organizational variables, identified as drivers of
These variables are:
transformational and transactional changes.
 Stakeholder needs (demands and expectations
Transformational (major) Change:
of shareholder, supplier, customer, community,
 External Environment
and employee)
 Mission and Strategy
 Strategies and capabilities (purpose, principle,
and organizational competencies)  Leadership
 Organizational systems (structure, people,  Culture
rewards, and processes) Transactional Change:
 Culture (norms and practices)  Structure
 Results (what the organization is able to deliver  Management Practices
to its stakeholders)  Systems
 The underlying beliefs and values of the people  Work Group Climate
within the organization  Task Requirements
 Individual Needs
 Values
The framework emphasizes as well as the need to look
 Motivation
at both the external environment – represented by the
stakeholder needs – and the internal systems and Outputs:
processes of the organization.  Individual Performance
 Organizational Performance
The model presupposes that organization and
environment dimensions are linked causally to each
other, and that change in one part of the system
ultimately affects other parts of the system.

STREAM ANALYSIS (Porras)

Stream Analysis emphasizes looking at the
interconnections among four classes:
BURKE-LITWIN CAUSAL MODEL
 Organizing Arrangements (goals, structure,
policies, etc.)
 Social Factors (culture, management style,
interaction, and processes)
 Technology (tools, equipment, job design,
technical systems)
 Physical Setting (space configuration, physical
ambiance, interior design, etc.).
Problems that have many interconnections are
identified as core problems that need to be addressed.
 For each level, the model shows:
1. The inputs that the system has to work with
2. The key design components of the
transformation subsystem
3. The system’s outputs

FREEDMAN SWAMP MODEL OF

SOCIOTECHNICAL SYSTEMS
The Swamp Model of Sociotechnical Systems
emphasizes that the strategic directions derived from
stakeholders and the environment inform production
processes, including the services that support the work
processes (human resources, structure, technology,
finance).
Clients, customers, investors, and regulators are the
stakeholders who receive the outputs of these
processes, while leadership simultaneously manages
the work areas as well as both the inputs and outputs
from and to stakeholders.
The importance of constant feedback is also
emphasized.
COMPREHENSIVE MODEL FOR
DIAGNOSING ORGANIZATIONS (Cummings and
Worley)
This is one of the more recent diagnosis frameworks.
This model’s distinguishing factor is its representation
of the three levels of diagnosis – organization, group
and individual.