In this series of short articles, this being the fourth, we are presenting the high-performance organization (HPO) change model, a layered model that can guide organizations to develop and improve.  The first steps in the HPO model are a series of seven diagnostic questions that, when answered completely, offer a picture of the organization’s immediate circumstances from an organizational development perspective.

The first six diagnostic question of the HPO change model are:

1    What is high-performance for us?

2    How would we know if we were a high-performance organization?

3    According to whom are we high-performance?

4    Why should we be high-performance?

5    Are we doing the right ‘what’?

6    How good are we at doing the right ‘what’?

The first four diagnostic questions explore the idea of ‘high-performance’ in our particular context.  Questions five and six explore issues of effectiveness and efficiency.  This final and seventh question asks us to explore the values we have in the organization and our work culture.

7:  How are we treating each other and our customers/clients?                     Research shows that even if we are providing something needed or desired and something that is high quality, even if we are producing this good or service efficiently and effectively, if our work culture does not facilitate and promote the values we have laid out for ourselves, our success as a high-performance organization is compromised.

These seven questions do exactly as they say – they help the leaders, teams, and individuals of an organization to DIAGNOSE where the organization is situated at the present moment.  They give a snapshot view of where the organization is in the marketplace, how effective and efficient the organization currently is, and how the work culture expresses the values held by the organization.

 After the snapshot view, it is imperative that we keep going.  Knowing where we are is only helpful in becoming an HPO: if our leaders are appropriately skilled and effective, if we have a clear vision of our shared future as an HPO, if the values that we hold are well delineated, and if our organizational systems, strategies, and structures move our vision to better performance and our values to a strong, supportive work culture.  This comes back to the basic HPO model:

The next blogs will take each of these six items – called ‘levers of change’ in the HPO change model, and explore them in greater detail.  Other entries will focus on data and research that support elements of the model – and hopefully will help you, as organizational leaders, to develop as well.

Please note:  We offer an introductory seminar to the HPO model through various ICMA mechanisms.  CMS can also help you get long-term assistance in applying the model and the principles to your organization.  Be on the look out for notices or contact Cheryl Hilvert for further information.