The diagnostics options and follow-through described provide the user organization with an unparalleled comprehensive set of "numbers" with which to gauge the initiation and sustainment of Organization Change System (OCS) operations to achieve an "Ideal" organization cultural capacity. Any one diagnostic or a combination of them will form a "theme" which can be used to label and configure the follow-on or follow-through actions taken as a result of the diagnostic. Because these measurements are "systemic" in design, it is highly likely that any combination (or all) themes can be used effectively together.

A. Approach Assessments. Approach Assessments are made periodically by the servicing consulting team to assure that change agents are using an approach regimen that is likely to achieve the desired results. As weaknesses in the approach are detected, it is likely to trigger coaching sessions that restore the process approach to desired levels of achievement.

B. Best Practice Applications. The need for Best Practice options are identified through traditioonal diagnostic means. The process of identifying appropriate practices to improve deficiencies are twofold: external investigation and internal selection by engaging CapacityWare Best Practice alternatives. The advantage of engaging internal means is that selection are made based on practices that are determined to be 100% compatible with already-in-use technology.

C. Change Management. One of the first steps in any change effort is to determine "where you are" currently in relation to where you want to be. The virtual "path" that connects these two conditions is achieved by using the Ten Stage Organization Change System.

E. External Data Collection Options. External options include surveys designed for any group and all groups interacting with the client organization: customers, vendors, families, etc. This allows for easy comparisons between internal and external data to clarify the level at which the organization is meeting the expectations of those upon whom it depends for growth.

F. Interim Workforce Metrics. Interim measurements are made based on key items identified in the "baseline" and subsequent survey efforts. Workforce Metrics are normally completed quarterly, normally contain far fewer survey items, and are normally completed by only a fraction of the workforce (typically those who would be impacted by changes being made by chartered teams).

G. Leadership Transition. When any key person in an organization is "changed," especially the new leader or senior manager, a data collection effort is appropriate to help determine what issues need immediate attention. When key issues are determine it is essential for the new executive to engage the immediate staff in a Leadership Transition Workshop and do some short-range planning to provide a "jump start" to the new position.

H. Organization Alignment/Realignment. The complex process of aligning and realigning an organizations key attributes deserves a continuous effort. The Organization Alignment and Realignment Model provides a simplified means of focusing on the most important aspects of this endeavor.

I. Organization Learning. Organizations learn. In most cases they learn without a positive model, by acident, by hapinstance. Conditions emerge from interactions between people as they work together and organization memory leads people to avoid or engage to meet personal outcomes rather than organizational outcomes. If things fail to get done the organization has lost capacity in the process. When a predictable model of organizational improvement is used deliberately in lieu of the typical accidental routine, capacity increases in positive increments.

J. Planning - Strategic Planning - Future Planning. Regardless of the planning model used, the clear assessment of the conditions that exist before the planning effort begins, along with "metric" data regularly during the change process, become an integral part of achieveing the planning goals on time, and on target. Measuring progress and being able to adjust quickly when needed is essential to attaining success.

K. Pre-diagnostic Assessment. This ten-category assessment is completed by the consulting team prior to a commitment that would result in diagnostic or remediative work. Results of this assessment provide insight into the probable success of using this Organization Change System (OCS) methodology based on the condition of the organization before launch of the initial diagnostic and provide the consulting team with cautionary information at the outset.

L. Program or Project Management Status. Status Management provides a specific input option for members of a program project team, especially those working at remote locations or during non-synchronized periods, to communicate "alerts" that will immediately inform managers of specifically needed resources to achieve program or project success.

M. Public Education - Leadership. By applying the 10-stage OCS to the education environment, users are able to develop learnings for their leadership while improvements are being made. Most senior leaders learn from engaging their organizations, this system formalizes this process rather than relying in intuition and produces tangible results for the organization as well.

N. Regulatory Compliance Profile - EEO MD-715. All organization domains have policy and regulations that constitute minimum standards for operation. The compliance profiles generated by this theme allow accountable individuals the opportunity to determine compliance sufficiency, prioritize follow-through actions to assure compliance, and conduct periodic data gathering that assures deficient areas achieve and maintain acceptable standards.

O. RGB Composite Profiles. The completion of RGB Inventories and the creation of RGB Composite Profiles for groups begins to reveal the source of potential dysfunction as seen in survey symptomatic results. As Profiles are completed and working relationships improved, it can be expected that survey results will also improve.

P. RGB-MTT Profiling Regimen. If insufficient improvements are made, advanced MTT technologies can be engaged to bring about improved alignment of the workforce with increasingly compatible task assignments. The RGB Matching Tasks with Talent technology aims to match the best-qualified natural talent with the tasks required to achieve efficient success.

Q. Retreat. A retreat enables participants to disengage from the regular routine in order to step back and examine the conditions as they exist and make some adjustments to enhance success at the time of re-engagement. Retreats are a time for assessment, reflection, team development, renewal, planning, and commitment. The collection and treatment of data/information is a key ingredient to any successful retreat.

R. Safety and Security Profile - Public Education Environment. Safety and security are becoming more important than ever before. The events of September 11, 2001, combined with a far more complex global set of disparate cultures demand a closer look at the human element in our organizations. This diagnostic profile generates an automatic priority list of conditions requiring attention in any organization based in inputs from people critical organization positions.

S. Special Performance Assessments - LMSF. Special diagnostic instruments are available that help detect and suggest remediative actions for individuals in positions of authority based on individual input and feedback from those people who influence their performance and are influenced by their decisions.

T. Team Building. It is almost impossible to develop team potential without data/information that will help people better understand the depth and breadth of their commonality. It is within this common ground that teams develop a sense of open communications and mutual priorities. The most successful thread used to create this comonality is the RGB Workstyle Preference Technology.

U. Team Progress Metrics. Team facilitators or others designed by each active team may complete a Progress Metric as a means of determining the degree to which chartered teams are engaged in appropriate team activities. The results from Progress Metrics may herald the need to modify team activities to achieve improved results.

V. Workforce Annual Workup/Checkup Surveys. At the end of each year (or nearly so) the workforce survey is essentially repeated to determine if improvements in overall scores and improvements in specific item scores are being achieved. These surveys include all-members.

W. Workforce Baseline Surveys. The initial workforce all-member survey is called the "baseline." Changes in the "numbers" will always be compared to the "baseline" at minimum, although comparisons will also be made to other surveys and metrics.

1. Diagnostic Report(s). Several options for hard-copy reporting are available that provide users with specific information they need on the schedule they need it to make the decisions that result in continuous improvements.

2. Change Management Progress Reports. A variety of reports complete with suggested remediative strategies are available that help users understand progress toward objectives. Report options include participation counts, the success rate of selected remediative actions linked with specific problems and, and financial reports that include return-on-investment calculations.

3. Comprehensive Report. The Comprehensive Report is a compilation of "Indexes" that point to conditions that may require attention in order for the organization to accelerate to an "Ideal" condition. The Comprehensive Report is normally available only to members of the change agent team.

4. Client C.H.A.R.T. The Client C.H.A.R.T is a published document that contains client status and remediative technology being engaged to achieve "Ideal" capacity. The Client C.H.A.R.T is available on the Internet to those members of an organization who have been provided with a password.



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