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The Diagnostic Process 149

of the department or team staff in the organizational analysis. In turn, this
may reduce the ownership of the data and solutions. Consultants must ensure
that they do not end up owning the process, the findings, and the recom-
mendations. They must help you to help the organization take responsibility
for itself. Consultants who own the process end up getting the blame from
organization members who do not support their recommendations. They
often do a disservice to you and the organization if they do not work in a way
that your organization owns its own data and solutions.

Issuing the Steering Committee’s Mission and Scope of Authority

The steering committee must receive its charge from you, the organization’s
leader, for you control the committee’s mandate, scope of authority, and resources.
At the committee’s organizing meeting, announce the committee chair or
that you will chair the steering committee yourself. Describe the role of the chair,
steering committee members, anticipated task forces, other department and
organization members, and how you will work with the steering committee.
Describe how you envision the diagnostic process. Broadly describe the
data collection, analysis, and problem resolution process you expect the steer-
ing committee and each task force to follow. Be flexible, and encourage vari-
ations and new ideas. Describe the role of committee members, and outline
the can-do behaviors each group member is expected to follow.
Stress that the analysis will position the organization to build on its
strengths. On the other hand, few, if any, topics or issues should be off limits.
The committee should analyze the organization’s weaknesses, without defen-
siveness, to identify areas that need strengthening. Focusing solely on what’s
wrong simply builds defensiveness; rather, identify where the organization can
improve while building on its inherent strengths.
Insist that the steering committee and its task forces address critical issues
and growth opportunities facing the organization, including the sensitive
issues. For example, include business projections not achieved; perceptions
that staff work assignments are unequal; reporting relationships that are con-
fusing or contradictory; project deadlines that are not adhered to; lines of com-
munication that are not open; training that is weak; people’s skills that are
stagnant; and procedures that are inefficient and inconsistent.
Stress that no steering committee or task force issue is to be presented with-
out a recommendation. This is the key. No one is to pass the buck. Findings,
conclusions, and recommendations are to be issued in a final report.