ABSTRACT
Organizations vary dramatically in their capacity for continuous change, learning, and improvement. Many books on the subject of change place their primary emphasis on the role of the leader or on processes for managing a particular change activity. Setting an organization on a course to develop greater capability as an Ever-Changing Organization (ECO) involves a substantial commitment. "Change seeking" organizations value change and fear failure to change. Continuous improvement and continuous learning are more than phrases, they are values that are integrated into the organization. The chapter presents summary description of the overall ECO model and its primary components. It finally discusses a process for conducting a thorough and highly valid diagnosis of any organization's current position as an ECO. The chapter outlines the process we believe offers the most valid base of information for the decision to implement and for sustaining the process through increasingly turbulent seas.
