Structural Diagnostic: Organizational Architecture Review
Organization/Company Name
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Best Email for Delivery of Your Brief
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Section 1: System Orientation & History
Describe the "cycle of failure" or recurring breakdown that seems to happen every 6-12 months.
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When was the last time this organization or system felt "fluid" and truly functional? What specific structural change occurred right before that ended?
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What are the "workarounds" or "manual patches" people have created just to get basic daily tasks done? (The Hidden Load).
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On a scale of 1-5, how much does the current structural friction interfere with your core mission?
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On a scale of 1-5, how much does the current structural friction interfere with your core mission?
Section 2: Boundary & Role Architecture
List 3 roles in the organization where the responsibilities are "blurry" or overlap significantly.
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Who is currently responsible for a task but has zero formal authority to enforce the standards of that task?
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Describe a time when a project stalled because it wasn't clear who had the "Final Say" (The Decision Veto).
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Do employees have a clear, written "Rule of Engagement" for how to handle cross-departmental conflict?
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Do employees have a clear, written "Rule of Engagement" for how to handle cross-departmental conflict?
Section 3: Message Architecture
What is the "Official Version" of why the organization is currently struggling?
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What is the "Watercooler Version" (what employees actually say to each other) about why things aren't working?
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Describe a time when a new policy was announced but the "Physics" of the daily workload made it impossible to follow.
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If a new employee asked "How do I actually get a promotion here?", would the answer be found in the employee handbook?
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If a new employee asked "How do I actually get a promotion here?", would the answer be found in the employee handbook?
Section 4: Change Readiness
If we identify a structural change that requires a department head to give up some of their current authority, what is the likely reaction from leadership?
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What was the last "Major Change" attempted in this organization that failed? Why did the system revert to its old way of doing things?
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How much "Slack" (extra time/budget) does the team currently have to implement a new structural design?
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How much "Slack" (extra time/budget) does the team currently have to implement a new structural design?
What is the one thing you are not willing to change, even if the diagnostic shows it is the primary source of friction?
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