A few weeks ago I posted a note which mentioned the McKinsey 7S model. I
explained that we were developing a set of 4 "getting started" workshops
spread over 3 months or so for small to medium sized compainies just
making their first steps into LO type organisational development. We
intended to use the 7S model as a framework.
For those unfamiliar with the model, it essentially looks at seven
elements of an organisation that must be understood when seeking to work
out how it works and how to bring about change.
These are :-
Style
Systems
Staff
Structure
Strategy
Shared vision
Skills
The strengths of the model is that it helps people assess their
organisation in terms that most people understand. It also allows people
to explore the importance of integrating these insights.
Every model has its limitations, and the 7S is no exception. I would like
some advice on how those limitations could affect our particular task (ie
working with smallish organisations just starting out on the road). Do
the strengths overcome the limitations ? I would particularly welcome
insights from people who have used the 7S model in a similar setting.
Cheers
Bob
[Host's Note: Bob, thanks for noticing and following up on this. ...Rick]
BOB WILLIAMS
bobwill@actrix.gen.nz http://www.gil.com.au/comm/profcounsel/elogue.htm
"Only Connect" EM Forster
--Bob Williams <bobwill@actrix.gen.nz>
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>