1. Organizational
Assessment / Diagnostic
Models

2. The Marvin Weisbord Six-Box Model
(Weisbord’s Model)
The six-box model is a framework developed by
the American analyst Marvin Weisbord to assess
the functioning of organizations. It is a generic
framework and is intended for use across a wide
variety of organizations.
The six-box model is comprised of the following
components (boxes):
1. Purposes: What 'businesses' are we in?
2. Structure: How do we divide up the work?
3. Relationships: How do we manage conflict
(coordinate) among people? With our
technologies?
4. Rewards: Is there an incentive for doing all
that needs doing?
5. Leadership: Is someone keeping the boxes
in balance?
6. Helpful mechanisms: Have we adequate
coordinating technologies?
*Based on Marvin R. Weisbord, “Organizational Diagnosis: Six Places to Look for Trouble with or without a
Theory,” Group & Organization Studies 1, 4 (December 1976): 430-447.

3. Open Systems Model
This model describes the
interrelationships between
individuals, groups, and
organizations by investigating three
characteristics:
1.Unity: refers to integrated
wholeness or coherence, which
enables adaptability
2.Internal responsiveness: refers to
openness and interchange within the
system
3.External responsiveness refers to
openness and interchange with the
environment
Mink, O., Shultz, J., & Mink, B. (1979). Developing and managing open organizations: A model and methods for maximizing
organizational potential. Austin, TA.: Learning Concepts.

4. Causal Model of Organizational Performance & Change
(Burke & Litwin Model)
This model provides a framework to assess
organizational and environmental dimensions that
are keys to successful change and it demonstrates
how these dimensions should be linked causally to
achieve a change in performance.
The model revolves around 12 organizational
dimensions:
1. External environment
2. Mission and strategy
3. Leadership
4. Organizational culture
5. Structure
6. Management practices
7. Systems
8. Work unit climate
9. Task and individual skills
10. Individual needs and values
11. Motivation
12. Individual and organizational performance
The model also distinguishes between
transformational and transactional organizational
dynamics in organizations.
Burke, W., & Litwin, G. 1992. A causal model of organizational performance and change. Journal of Management, 18: 523-545.

5. The Seven-S Model
The 7-S framework describes 7 key
interdependent organizational
variables that need to be taken into
account in organizational design. It
forces practitioners to think not only
about the "hardware“ of an
organization - its strategy and
structure – but also about the
"software" - its management
style, systems and
procedures, staff, skills and shared
values ( i.e. culture).
The 7-S model has proved to be a
useful tool for analyzing internal
issues within an organization.
However, it does not take into
account the impact of the external
environment on these 7 variables.
Pascale, R. T. & Athos, A. G. (1981). The art of Japanese management: Applications for American executives. New York, NY: Simon &
Schuster.
Peters, T. J. & Waterman, R. H. (1982). In search of excellence: Lessons from America’s best-run companies. New York, NY: Harper & Row.

6. Organizational Intelligence Model
This Model depicts a top-down causal
chain, making some tentative assertions
with respect to cause and effect. The
variables in the upper part of the model
(such as environmental inputs) affect the
organization from the outside.
Within the organization, the strategic
drivers (e.g., leadership, strategy, and
culture) affect key indices that represent
organizational climate, capability, and
execution. These include the
organization’s structure and
adaptability, effectiveness and quality of
the direct manager, and rewards and
growth opportunities, among other
factors. These latter internal factors in
turn influence employee engagement and
performance.
Falletta, S. V. (2008). Organizational intelligence surveys. Training & Development, June, 52-58.