ABSTRACT
This chapter describes the general analytic models used to identify organizational problems. It discusses the techniques used to analyze data and present feedback to clients and organizational members. Organization Development (OD) practitioners use several models and techniques to diagnose an organization's current state and to feed this information back to clients and managers. The action research model or the planned change model provides a framework for understanding the relationship between diagnosis, feedback, and organizational change. The force-field analysis model developed by Lewin emphasizes the dynamic nature of an organization's current state and focuses on forces pushing for change and forces resisting change. The organizational iceberg model is another diagnostic model that examines the hidden features of organizations that include key social and psychological processes. During the diagnostic assessment process, the OD practitioner and client may face ethical challenges involving voluntary participation, no harm to respondents, as well as anonymity and confidentiality.
