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Organisation design assignment 3
- Instelling
- Radboud Universiteit Nijmegen (RU)
Organisation design assignment 3. Marked sufficient. RU master OD&D 2018/2019
[Meer zien]Voorbeeld 2 van de 7 pagina's
Voorbeeld 2 van de 7 pagina's
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Voorbeeld van de inhoud
Assignment 3Lara Mascini S4420969
Luuk Spanjaards
Thomas de Vries S4626230
1.1 Christensen, et al (2009) make a distinction between intuitive, empirical and precise
medicine, related to, for example, diseases, disorders, and symptoms.
The first type of medicine, intuitive, entails that people, more specific doctors, experience a
disease or disorder among their patients. However, they do not know what the causes of that
disease and its symptoms are. Consequently, diagnoses are based on symptoms and the
treatment is based on trial and error; do certain medications have a desired effect on the
symptoms or not? The second type, empirical, entails that there are some ideas which causes
might cause certain symptoms and the disease or disorder. Although, certainty about this, is
still not 100%. Consequently, diagnoses are still based on symptoms. The treatments are
characterized by more routines, but certainty about the effects cannot be given. At last, precise
medicine entails people have a clear idea what the cause of a disease or disorder is and what
the symptoms are. Consequently, diagnoses are based on lab results or clinical tests and
treatment is characterized by routine and aimed at tackling the cause of the known disease.
When one takes consulting into account, there are three types of change: first order, second
order, and third order change.
First order change occurs when the problem and the solution to that problem are clear and
known. Consequently, diagnosing is based on the causes and interventions are standardized
and aimed to tackle the problem at hand. Second order change is characterized by problems
which are non-routine, but still recognizable. In order to solve these problems, one knows the
direction of the interventions and change, with which the problem should be solved. At last,
third order change, which is characterized by ambiguous and unknown problems, with the
result that one does not know which interventions can have an effect on the problem, with the
final result to solve it.
If one looks at the above types of medicine and change/consulting processes, it can be
concluded that the characteristics of the three types of medicine can be applied to consultancy.
Intuitive medicines can be linked to third order change. In both cases, the causes of the
, problem are not fully understood or known. Consequently, diagnosis is based on the
symptoms and one does not exactly know which medicines or interventions do have the
desired result and which not. For example, a large, established, firm, which has always been
profitable is in financial problems and it does not know why. They are doing things the way
they have always done it, but that does not work anymore. So, the organization has a problem,
but what it exactly is and what the causes are, is unknown, to the organization ánd the
consultant. Consequently, the consultant has to investigate the organization, its context,
environment, competitors, etc. if he wants to find the problem and the cause of it. But even if
the problem and its causes are discovered, the question remains which interventions can solve
it?
Empirical medicines can be linked to second-order change. In both cases, there may be ideas
what the problem and the causes of it are. So, in order to solve these problems, a more
routinely treatment is used to tackle the problems and battle to causes of it. For example, an
organization is experiencing problems with employee absence, but it does not know the cause.
So, the organization hires a professional consultant, who does not exactly know the causes of
the problem, but he might know it which directions he can look for a solution. For example, it
can be because of bad working conditions, an inappropriate organization structure, or tasks
that are too demanding with respect to the employee’s skills. In short, the causes of the
problem are not really known, but possible areas in which a solution can be found are known.
Consequently, the consultant can, systematically, try to investigate the directions in which a
solution can be found.
At last, precise medicine can be linked to first order change. In both cases, the problem and
the causes which cause problematic symptoms are known and diagnosis is based on the
causes and the problem itself and not the symptoms of it. So, when solving the problem one
can make use of a certain medicine of intervention, that can tackle the problem at hand.
For example, an organization is experiencing problems because environmental activists are
bothering them. Consequently, they hire a consultant who can advise them and help to
implement a solution. The problem and the causes of this problems are clear: the lack of
environmentally friendly activities. Besides that, a professional consultant knows what to do
and what activities should be implemented to tackle this problem. In other words, the
problems and its causes are understood and the solutions to it are known and can be
implemented relatively easily.
1.2 Christensen, et al (2009) distinguish three business models: solution shops, VAP, and
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