Diagnosing Organizations

Michael I. Harrison, Ph.D, is a Senior Social Scientist in the Center for Delivery, Organization, and Markets at the Agency for Healthcare Research and Quality (AHRQ). He leads Agency activities in Health System Design, manages and contributes to research in delivery systems across the United States, and conducts research on organizational improvement and implementation of system change. His publications include papers in leading health services research journals, Diagnosing Organizations: Methods, Models, and Processes (Sage, 2005), and Implementing Change in Health Systems: Market Reforms in the United Kingdom, Sweden, and the Netherlands (SAGE, 2004). He has given presentations and led workshops at scientific and professional conferences throughout the United States and Europe.Dr. Harrison holds a Ph.D. in Sociology from the University of Michigan. He was previously a faculty member at the State University of New York (SUNY), Stony Brook, and at Bar Ilan University in Israel; a visiting professor at Boston College and Haifa University; and a visiting scholar at Brandeis University, Georgetown University, Harvard Business School, and the Nordic School of Public Health.

It′s a great textbook for the course ′Organization Diagnosis′. It provides the necessary information, tactics, and tools to best complete an organizational diagnosis accurately.

• Preface1. Diagnosis: Approaches and MethodsUses of DiagnosisThree Keys to Successful DiagnosisDiagnosis in Turbulent TimesConclusion and Plan of the Book Exercise2. Open Systems ModelsUsing the Open Systems ApproachGathering and Analyzing DataAssessing Effectiveness Assessing Feasibility of Change and Choosing Appropriate InterventionsExercises3. Assessing Individual and Group BehaviorModel for Diagnosing Individual and Group BehaviorAction Model for Group Task PerformanceDiagnostic Methods and ProceduresExercises4. System Fits and Organizational PoliticsDiagnosing System FitsEmergent Behavior and Culture Versus Official MandatesAssessing the Impacts of Fits and GapsPower and PoliticsExercises5. Environmental RelationsGuidelines for DiagnosisDiagnostic MethodsExercises6. Challenges and Dilemmas of DiagnosisThe Goals DilemmaThe Politics DilemmaThe Professionalism DilemmaConclusionConclusionAppendix A: General Orientation InterviewAppendix B: Instruments for Diagnosis and AssessmentAppendix C: A Guide to Diagnosing Behavior During MeetingsAppendix D: Resources for Developing Expertise in Diagnosis ReferencesIndexAbout the Author