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Organization Diagnostic

Validity helps leaders understand the nature of the situation clearly and the issues involved in such a way to give a strong base for decisions, build commitment, energy, and direction for action planning.

Diagnostics that influence decisions


Problems in Diagnostics

How to Minimize Your Biases When Making Decisions 

"There is always an easy solution to every human problem — neat, plausible, and wrong."


Are You Solving the Right Problem? 

If I were given one hour to save the planet, I would spend 59 minutes defining the problem and one minute resolving it,” Albert Einstein

The diagnostic activity sets the stage to shift the organization; therefore what you look for and how you look will either set the organization in motion or entrench it deeper. We focus on how people react to any diagnostic intervention as well as the diagnostic process itself. Our process is designed to gain the engagement and involvement of those key stakeholders, to tap into the diversity within the organization in order to surface the common ground, and to be held together to find collective solutions that are implementable.

One major challenge in the diagnosis phase is to avoid letting your perceptual lens communicate the data, as that occurs naturally. When talking to clients, often in their mind there are only two types of data you can gather: hard and soft. As attractive as they are, these are not the only forms of data. Validity helps your company as to what type of data they will need to look for; ultimately it is the client who will make that decision. 

  • Leadership Engagement. One of the first things we do when planning a diagnosis is think about the successful implementation of the change or developmental program. In order for the change implementation to be successful, who needs to get involved, be informed and become engaged? So that by the time we get to implementation stage, the energy and readiness are there achieve the goal. Decision makers, influential people to decision makers, key implementers, influential people to key implementers, key political players, and key functional groups should increase engagement during the diagnostic phase.
  • Leadership and Organizational Assessment. The best measure of overall performance is leadership ability to influence, change, develop, and execute. The assessment includes all elements of your leadership performance requirements, role, strategic environment, and potential derialers. The assessment also evaluates elements of your organization as a result of leadership - your culture, structure, process, incentives and many other elements helping you indentify the barriers to achieving your strategy.
  • A qualitative assessment is an important step that will allow us to gather important information on what is a needed and possible obstacle to the successful execution of a solution.
  • The Culture Survey is administered at the beginning of the engagement to highlight the culture and desired  culture as expressed by current members of the organization. The Assessment   measures the overall effectiveness and success of strategy and leaders.
  • • Effective Leader Baseline creates a baseline metric that aligns leadership to client business priorities. We measure this over time and are able to show leadership as a measureable component to overall organizational success.

Performing the assessments, we use multiple stakeholder perspectives, deliberately surfacing diversity in order to hear the balanced view, and limit the impact of perceptual lenses. We then gather the survey data, with complementary information from interviews or group discussions, and analyze the data with leadership.
The mark of our success will be that, at the end of the diagnostic process, people will be ready to move towards the next stage and will be more energetic and enthusiastic.