Leavitt's diamond model
In relation to the organizational changes, a basic understanding of how an organisation is composed is essential. One of the most common and manageable organisation models is developed by Harold J. Leavitt. It is a system theoretical model, which implies that it focuses on and has a basic assumption that various factors influence one another. In an accessible manner, the model illustrates the correlation and complexity of an organization.
The model presents the correlations between the four main elements defining any organization. Against this background, one is able to obtain an overview over the elements and influences to take into account when planning changes.
Tasks: The main functions and tasks that the organisation has to complete and which are determined by the set objectives.
Structure: the structure and hierarchy of the organization, the division of work and communication. Structures also involve norms and values. One may attempt to control the structure by implementing, e.g., personnel policies, but not all elements of the structure can be manipulated or directed.
Technology: machinery, technology and IT systems, but also job descriptions and administrative procedures. Technology is necessary for these tasks to be performed and administered.
Actors: People employed by the organization, possessing attributes such as knowledge, skills, motivation and interests. Embedded in this, is an understanding that people have many different types of needs, both rational and emotional, e.g., stimulating work, safety, security, social relations, social acceptance, power, justice, recognition, money, etc.
If changes are made to one of these factors, they influence the others to a smaller or greater extent. One can thus imagine that a change would be to revise team organization. Initially, this would mean a direct structural change, but naturally, would also influence players (new partnerships), tasks (require a lot of administrative work, among other things) and technology (for example, new facilities, job descriptions, different IT systems). The same principle applies if you wish to introduce a new IT system or hire/fire employees.
In continuation of the system theoretical basis, these factors, and the organizsation, are located in certain environments that influence the organization and vice versa. An example of how the environment influences the organisation could be legislative changes that affect the social partners. An opposite example of how the organization influences the environment is probably illustrated best by marketing activities, where the organization attempts to present and convince people of its excellence.
Every organization is forced to adapt to its environment if it wants to survive in the long term. With Leavitt's model, we are reminded that such adjustments and other changes spread like ripples on water, which is why the management should concentrate on all four factors.
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