Enterprise Diagnostics: Understanding Critical Issues

7.Enterprise Diagnostics: Understanding Critical Issues

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An organization’s critical issues represent the symptoms of the illness and indicate the degree of dysfunction of the organizations. These symptoms must be analyzed. The underlying ‘causes’ must be diagnosed. The critical performance issues must be addressed in order to become high performance driven, value obsessed, knowledge based, learning propelled and environmentally conscious organizations. These critical issues demand change initiatives and may require a transformation intervention. Remember that symptoms are not to be confused with the ‘underlying causes’. Using the Enterprise Diagnostics combined as part of the Solution Execution Approach provides a powerful

In such societies a state dominates societal development. The bureaucratic state transfers its behavior to society. In such a state dominated society, both public and private enterprises directly reflect the behavior of its state bureaucracy. Even the private enterprises take on bureaucratic control features. Conversely, the behavior of both the bureaucratic public and private enterprises is reinforced by the behavior of the traditional society. In such a traditional society, to change societal behavior requires first to transform the behavior of the bureaucratic state. Tension arises between bureaucracies and people in them. Bureaucracies through their control systems achieve goals by maintaining order and stability at all costs. Yet, the bureaucratic control systems are operated by people who also have a need to create to achieve goals and risk change and instability in order to grow. Control systems inevitably foster the emergence of shadow or informal systems that make the bureaucracies ultimately ineffective and a burden to future growth. Traditional bureaucratic control systems are operation and function driven, and assume a stable and predictable environment; they are industrial and mechanical in nature. In such systems humans are subordinated to the system, and are treated in terms of job functions and tasks as part of the overall operation. Human beings are not only

These powerful criterions influence an individual’s personal and professional behavior, organization’s management and operational behavior and society’s public enterprise and institutional behavior. These unconscious models of existence are deeply imbedded in the human system; they are part of the permanent mental and management infrastructure of human system behavior. They are part of everyone’s existence. Archetypes allow a human system to function without having to constantly repeat instructions or making choices. In the case of the individual, these unconscious mental models allow the individual to shift to autopilot and be free to make other more significant choices. These software programs often. run without our attention. They become second nature in deeply ingrained habits and identity traits; they have become unconscious. They allow the human system to ‘unconsciously manage’ its environment. T.U.M.M.s are so dominant they can become significant difficult to change. In rough times, human systems must undergo significant change in order to stay healthy or become increasingly more flawed. Human systems, individuals, organizations, and societies must conform to the changing environment. It is during these cycles that T.U.M.M.s become boundaries and real obstacles to