This exercise can help you find the gaps that are making you and your organization not succeed.
Once you have identified a gap, you can begin the diagnosis process. The first crucial step in this process is data gathering and observation.
The congruence model provides a map of your organizational architecture. Using this, you can place your observations on the map to better visualize where gaps are occurring. The congruence model consists of four elements:
Component tasks/interdependencies: Component tasks are the work that must be done to support your strategic goals. Interdependencies are the ways in which these tasks relate to one another.
Capabilities: the skills and competencies of people within the organization.
Formal organization: the structures, roles, procedures, measures, and systems managers use to direct, control, and motivate individuals and groups to perform the organization’s component tasks and address interdependencies.
Culture: an organization’s norms, values, and social structure. This social control system emerges within all organizations.
This activity comes from course LEading Change and ORganizational Renewal from Harvard Business School.
