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Assessing Your Organization’s Health 185

ics found in targets 2 and 3 and are assessments you will have to make with
the help of your boss, possibly with consultant support, and certainly with
your human resources partner.
Other areas, including target 1 and targets 4 through 9, can be reviewed by
the steering committee or by task forces organized under the steering com-
mittee. Eventually, you will review their recommendations and be deeply
involved at the decision level, but in most areas you can get considerable help.
Even in the largest organizations, it’s unreasonable to study all functional
areas, at least at one time. Doing so will overwhelm your organization’s abil-
ity to collect and analyze information and to absorb and implement recom-
mendations. With the help of your steering committee, you will ultimately
derive conclusions regarding the areas of study and develop a plan of action
that will build on your organization’s strengths and correct its problems.

Quick Reminders to Keep You on Track

■ In Chapter 6, we described the rationale and organization of the organi-
zational analysis or diagnostic process. In Chapter 7, we outlined the
nine-target model for focusing your diagnostic efforts.
■ The nine targets are the organizational indicators of vision and direc-
tion. Under your leadership, your organization’s data collection efforts
will be key to describing the relative health of these target areas within
your organization.
■ The nine target areas are the following:
Target 1. Purpose, values, planning, and goals
Target 2. Leadership, delegation, and accountability
Target 3. Politics, power, and culture
Target 4. Recognition, rewards, and incentives
Target 5. Relationships, communication, and teamwork
Target 6. Leadership development and talent management practices
Target 7. Resources and technology
Target 8. Innovation and continuous improvement
Target 9. External factors including laws, regulations, community,
and social and economic conditions
■ With the help of many people in your organization, you will draw a
number of conclusions and begin to develop a plan of action that will
build on your organization’s strengths and remedy its problems.