Diagnosing Organizations 3/e

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.

Preface 1. Diagnosis: Approaches and Methods Uses of Diagnosis Three Keys to Successful Diagnosis Diagnosis in Turbulent Times Conclusion and Plan of the Book Exercise 2. Open Systems Models Using the Open Systems Approach Gathering and Analyzing Data Assessing Effectiveness Assessing Feasibility of Change and Choosing Appropriate Interventions Exercises 3. Assessing Individual and Group Behavior Model for Diagnosing Individual and Group Behavior Action Model for Group Task Performance Diagnostic Methods and Procedures Exercises 4. System Fits and Organizational Politics Diagnosing System Fits Emergent Behavior and Culture Versus Official Mandates Assessing the Impacts of Fits and Gaps Power and Politics Exercises 5. Environmental Relations Guidelines for Diagnosis Diagnostic Methods Exercises 6. Challenges and Dilemmas of Diagnosis The Goals Dilemma The Politics Dilemma The Professionalism Dilemma Conclusion Conclusion Appendix A: General Orientation Interview Appendix B: Instruments for Diagnosis and Assessment Appendix C: A Guide to Diagnosing Behavior During Meetings Appendix D: Resources for Developing Expertise in Diagnosis References Index About the Author