Leavitt's Alignment Model - Revision history

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-'''Leavitt's Alignment Model''' or Leavitt’s System Model also known as Leavitt’s diamond is an integrated model to organizational change management. Leavitt’s diamond and organizational theory was developed by  Dr. Harold Leavitt professor at Claremont and Stanford Universities in 1965. According to this approach, before you bring about change in any one of the four components, you should evaluate the impact on the other three components. To implement change successfully, you need to find the right balance between all of them.
+== What is Leavitt's Alignment Model? ==
 Leavitt's Diamond is based on the principle that an organization has four major components that are all interdependent:
@@ Line 6: / Line 8: @@
 *3. Structure
 *4. Technology
-Any type of change or redesign in one component will affect the other three. According to this approach, before you bring about change in any one of the four components, you should evaluate the impact on the other three components. To implement change successfully, you need to find the right balance between all of them. A classic example is introducing new technology. A change in technology means that people need to change too – they'll need training to use the new technology. This may affect the [[Organizational Structure|organizational structure]], because people might demand higher pay and better positions. The new technology may also change old tasks. For instance, if the change automates old processes, the work that people do will be different.<ref>Definition - What is the Leavitt's Diamond? [https://edisciplinas.usp.br/pluginfile.php/1769799/mod_resource/content/3/texto%2001%20-%20Leavitts%20Diamond%20-%20An%20Integrated%20Approach%20to%20Change.pdf Mindtools]</ref>
+Any type of change or redesign in one component will affect the other three. According to this approach, before you bring about change in any one of the four components, you should evaluate the impact on the other three components. To implement change successfully, you need to find the right balance between all of them. A classic example is introducing new technology. A change in technology means that people need to change too – they'll need the training to use the new technology. This may affect the [[Organizational Structure|organizational structure]], because people might demand higher pay and better positions. The new technology may also change old tasks. For instance, if the change automates old processes, the work that people do will be different.<ref>Definition - What is the Leavitt's Diamond? [https://edisciplinas.usp.br/pluginfile.php/1769799/mod_resource/content/3/texto%2001%20-%20Leavitts%20Diamond%20-%20An%20Integrated%20Approach%20to%20Change.pdf Mindtools]</ref>
@@ Line 13: / Line 15: @@
-The structure variable refers to the authority systems, communication systems, and work flow within the organization. The technological variable includes all the equipment and machinery required for the task variable; the task variable refers to all the tasks and subtasks involved in providing products and services. Finally, the human variable (i.e., people/actors) refers to those who carry out the tasks associated with organizational goals (i.e., products and services). The diamond shaped arrows in the model emphasize the interdependence among the four variables. Leavitt has postulated that a change in one variable will affect the other variables. For example, with a planned change in one variable (e.g., the introduction of advanced technology), one or more variables will be impacted. Such interventions are typically designed to affect the task variable (e.g., to affect positive changes in products or services). In this example, the other variables would also likely change, as morale (i.e., people) might increase and communication (i.e., structure) might be improved due to the new technology. Although Leavitt describes the variables within his model as dynamic and interdependent, the model is too simple to make any direct causal statements regarding the four variables. Similar to the Force Field Analysis model, Leavitt suggests that a change in one variable may result in compensatory or retaliatory change in the other variables; this notion is similar to the opposing forces in Lewin’s model. However, unlike Force Field Analysis, Leavitt does not address the role of the external environment in bringing about change in any of the variables.<ref>Explaining Leavitt's Model [http://www.oi-institute.com/media/Organizational-Diagnostic-Models-Vol2N1.pdf OI Institute]</ref>
+The structure variable refers to the authority systems, communication systems, and workflow within the organization. The technological variable includes all the equipment and machinery required for the task variable; the task variable refers to all the tasks and subtasks involved in providing products and services. Finally, the human variable (i.e., people/actors) refers to those who carry out the tasks associated with organizational goals (i.e., products and services). The diamond-shaped arrows in the model emphasize the interdependence among the four variables. Leavitt has postulated that a change in one variable will affect the other variables. For example, with a planned change in one variable (e.g., the introduction of advanced technology), one or more variables will be impacted. Such interventions are typically designed to affect the task variable (e.g., to affect positive changes in products or services). In this example, the other variables would also likely change, as morale (i.e., people) might increase and communication (i.e., structure) might be improved due to the new technology. Although Leavitt describes the variables within his model as dynamic and interdependent, the model is too simple to make any direct causal statements regarding the four variables. Similar to the Force Field Analysis model, Leavitt suggests that a change in one variable may result in a compensatory or retaliatory change in the other variables; this notion is similar to the opposing forces in Lewin’s model. However, unlike Force Field Analysis, Leavitt does not address the role of the external environment in bringing about change in any of the variables.<ref>Explaining Leavitt's Model [http://www.oi-institute.com/media/Organizational-Diagnostic-Models-Vol2N1.pdf OI Institute]</ref>
-'''The Components of Leavitt's Diamond'''<ref>The Four The Components of Leavitt's Diamond [https://daniellock.com/change-management-models/ Daniel Lock]</ref><br />
+== The Components of Leavitt's Diamond <ref>The Four The Components of Leavitt's Diamond [https://daniellock.com/change-management-models/ Daniel Lock]</ref> ==
 *Structure: The structural component of Leavitt’s Diamond is about how individuals and teams are grouped in the organization.  This is not only the hierarchical structure but also the relationships, communication patterns, and coordination between different management levels, departments, and employees. This would also include how authority and responsibility flow within the organization. The structure needs to be altered when changes are made to any other component of the diamond.
 **Key analysis questions:
@@ Line 44: / Line 46: @@
 ***Tools you can use to implement the proposed change, including things such as seminars and training materials.
-Leavitt‟s  diamond presents  a  balanced  and  rational view  toward  complexities  affecting  Knowledge Management framework. It also  views technology in direct and strong relation with required tasks, employees, and task organization i.e. structure. This  model has  been widely  used as  the basis  for understanding  and realizing organizational changes.  Leavitt‟s diamond (1965) demonstrates four groups of organizational variables: task, people, technology, and structure. As the arrows in the Figure above indicate, Leavitt states that these variables have many transactions with each  other.  Thus,  changing  one  of  them  would  result  in  regulatory  and  compensating  change  in  other components. Technologies are tools that  help organizations perform their tasks  and help mechanisms turn inputs into products. [[Knowledge Management|Knowledge management]] is not just about management of knowledge work processes or people performing them, since it  influences [[Information Technology (IT)|technology]]  and organizational structure as  well. The position researched  by this framework suggests that only with the consideration of balance among all the four variables it is possible to demonstrate the activities of knowledge management in an organization. Therefore, instead of disregarding the importance of these variables or ignoring one of them (e.g. technology) all together, this framework views all the  groups and elements equally and puts  all the variables  in priority; in this  manner, the  activities of knowledge management could reach maximum success.<ref>How Leavitt's Diamond presents complexities affecting Knowledge Management [https://www.researchgate.net/publication/268407704_Information_Technology_and_its_Deficiencies_in_Sharing_Organizational_Knowledge  Morteza Jamali, Ehsan Shafiezadeh, Mohsen M Jozani]</ref>
+Leavitt‟s  diamond presents a balanced and rational view toward complexities affecting Knowledge Management framework. It also views technology in direct and strong relation with required tasks, employees, and task organization i.e. structure. This model has been widely used as the basis for understanding and realizing organizational changes.  Leavitt‟s diamond (1965) demonstrates four groups of organizational variables: task, people, technology, and structure. As the arrows in the Figure above indicate, Leavitt states that these variables have many transactions with each other.  Thus,  changing one of them would result in  regulatory and compensating changes in other components. Technologies are tools that help organizations perform their tasks and help mechanisms turn inputs into products. [[Knowledge Management|Knowledge management]] is not just about the management of knowledge work processes or people performing them, since it influences [[Information Technology (IT)|technology]] and organizational structure as well. The position researched by this framework suggests that only with the consideration of balance among all the four variables it is possible to demonstrate the activities of knowledge management in an organization. Therefore, instead of disregarding the importance of these variables or ignoring one of them (e.g. technology) altogether, this framework views all the groups and elements equally and puts all the variables in priority; in this manner, the activities of knowledge management could reach maximum success.<ref>How Leavitt's Diamond presents complexities affecting Knowledge Management [https://www.researchgate.net/publication/268407704_Information_Technology_and_its_Deficiencies_in_Sharing_Organizational_Knowledge  Morteza Jamali, Ehsan Shafiezadeh, Mohsen M Jozani]</ref>
 ===See Also===
 *[[Strategic Alignment]]
 ===References===

@@ Line 44: / Line 44: @@
 ***Tools you can use to implement the proposed change, including things such as seminars and training materials.
-Leavitt‟s  diamond presents  a  balanced  and  rational view  toward  complexities  affecting  Knowledge Management framework. It also  views technology in direct and strong relation with required tasks, employees, and task organization i.e. structure. This  model has  been widely  used as  the basis  for understanding  and realizing organizational changes.  Leavitt‟s diamond (1965) demonstrates four groups of organizational variables: task, people, technology, and structure. As the arrows in the Figure above indicate, Leavitt states that these variables have many transactions with each  other.  Thus,  changing  one  of  them  would  result  in  regulatory  and  compensating  change  in  other components. Technologies are tools that  help organizations perform their tasks  and help mechanisms turn inputs into products. [[Knowledge Management|Knowledge management]]is not just about management of knowledge work processes or people performing them, since it  influences [[Information Technology (IT)|technology]]  and organizational structure as  well. The position researched  by this framework suggests that only with the consideration of balance among all the four variables it is possible to demonstrate the activities of knowledge management in an organization. Therefore, instead of disregarding the importance of these variables or ignoring one of them (e.g. technology) all together, this framework views all the  groups and elements equally and puts  all the variables  in priority; in this  manner, the  activities of knowledge management could reach maximum success.<ref>How Leavitt's Diamond presents complexities affecting Knowledge Management [https://www.researchgate.net/publication/268407704_Information_Technology_and_its_Deficiencies_in_Sharing_Organizational_Knowledge  Morteza Jamali, Ehsan Shafiezadeh, Mohsen M Jozani]</ref>
+Leavitt‟s  diamond presents  a  balanced  and  rational view  toward  complexities  affecting  Knowledge Management framework. It also  views technology in direct and strong relation with required tasks, employees, and task organization i.e. structure. This  model has  been widely  used as  the basis  for understanding  and realizing organizational changes.  Leavitt‟s diamond (1965) demonstrates four groups of organizational variables: task, people, technology, and structure. As the arrows in the Figure above indicate, Leavitt states that these variables have many transactions with each  other.  Thus,  changing  one  of  them  would  result  in  regulatory  and  compensating  change  in  other components. Technologies are tools that  help organizations perform their tasks  and help mechanisms turn inputs into products. [[Knowledge Management|Knowledge management]] is not just about management of knowledge work processes or people performing them, since it  influences [[Information Technology (IT)|technology]]  and organizational structure as  well. The position researched  by this framework suggests that only with the consideration of balance among all the four variables it is possible to demonstrate the activities of knowledge management in an organization. Therefore, instead of disregarding the importance of these variables or ignoring one of them (e.g. technology) all together, this framework views all the  groups and elements equally and puts  all the variables  in priority; in this  manner, the  activities of knowledge management could reach maximum success.<ref>How Leavitt's Diamond presents complexities affecting Knowledge Management [https://www.researchgate.net/publication/268407704_Information_Technology_and_its_Deficiencies_in_Sharing_Organizational_Knowledge  Morteza Jamali, Ehsan Shafiezadeh, Mohsen M Jozani]</ref>
@@ Line 68: / Line 68: @@
 *[[IT Operations (Information Technology Operations)]]
 *[[IT Sourcing (Information Technology Sourcing)]]
-*[[E-Strategy]]*[[Chief Information Officer (CIO)]]
+*[[E-Strategy]]
 *[[William Bridges’ Transition Model]]
 *[[Switch Framework]]

@@ Line 1: / Line 1: @@
-'''Leavitt's Alignment Model''' or Leavitt’s System Model also known as Leavitt’s diamond is an integrated model to [[Change Management|organizational change management]]. Leavitt’s diamond and organizational theory was developed by  Dr. Harold Leavitt professor at Claremont and Stanford Universities in 1965. According to this approach, before you bring about change in any one of the four components, you should evaluate the impact on the other three components. To implement change successfully, you need to find the right balance between all of them.
+'''Leavitt's Alignment Model''' or Leavitt’s System Model also known as Leavitt’s diamond is an integrated model to organizational change management. Leavitt’s diamond and organizational theory was developed by  Dr. Harold Leavitt professor at Claremont and Stanford Universities in 1965. According to this approach, before you bring about change in any one of the four components, you should evaluate the impact on the other three components. To implement change successfully, you need to find the right balance between all of them.
 Leavitt's Diamond is based on the principle that an organization has four major components that are all interdependent:
@@ Line 81: / Line 81: @@
 ===Further Reading===
-*Building on Leavitt's [[Diamond Model]] of Organizations: The Organizational Interaction Diamond Model and the Impact of Information Technology on Structure, People, and Tasks [https://pdfs.semanticscholar.org/a630/2d0c8212d612a613e456c4220cc7942c5a93.pdf Dianne Lux Wigand, Ph.D]
+*Building on Leavitt's Diamond Model of Organizations: The Organizational Interaction Diamond Model and the Impact of Information Technology on Structure, People, and Tasks [https://pdfs.semanticscholar.org/a630/2d0c8212d612a613e456c4220cc7942c5a93.pdf Dianne Lux Wigand, Ph.D]
 *Eight Imperatives for the New IT Organization [https://sloanreview.mit.edu/article/eight-imperatives-for-the-new-it-organization/ MIT Sloan Management Review]
 *The temporal nature of forces acting on innovative IT in major construction projects [https://www.researchgate.net/publication/24078013_The_temporal_nature_of_forces_acting_on_innovative_IT_in_major_construction_projects Steve Rowlinson]

@@ Line 56: / Line 56: @@
 *[[Rockart and Scott's Alignment Model]]
 *[[McKinsey 7S Framework]]
 *[[BCG Matrix]]
 *[[GE/McKinsey Matrix]]
 *[[Mintzberg's 10 Schools of Strategic Thought]]
 *[[Mintzberg and Waters' Strategy Model]]
 *[[Strategic Business Unit]]

@@ Line 1: / Line 1: @@
-'''Leavitt's Alignment Model''' or Leavitt’s [[System]] Model also known as Leavitt’s diamond is an integrated model to [[Change Management|organizational change management]]. Leavitt’s diamond and organizational theory was developed by  Dr. Harold Leavitt professor at Claremont and Stanford Universities in 1965. According to this approach, before you bring about change in any one of the four components, you should evaluate the [[impact]] on the other three components. To implement change successfully, you need to find the right balance between all of them.
+'''Leavitt's Alignment Model''' or Leavitt’s System Model also known as Leavitt’s diamond is an integrated model to [[Change Management|organizational change management]]. Leavitt’s diamond and organizational theory was developed by  Dr. Harold Leavitt professor at Claremont and Stanford Universities in 1965. According to this approach, before you bring about change in any one of the four components, you should evaluate the impact on the other three components. To implement change successfully, you need to find the right balance between all of them.
-Leavitt's Diamond is based on the [[principle]] that an [[organization]] has four major components that are all interdependent:
+Leavitt's Diamond is based on the principle that an organization has four major components that are all interdependent:
 *1. Tasks
 *2. People
 *3. Structure
 *4. Technology
-Any type of change or redesign in one component will affect the other three. According to this approach, before you bring about change in any one of the four components, you should evaluate the impact on the other three components. To implement change successfully, you need to find the right balance between all of them. A classic example is introducing new technology. A change in technology means that people need to change too – they'll need training to use the new technology. This may affect the [[Organizational Structure|organizational structure]], because people might [[demand]] higher pay and better positions. The new technology may also change old tasks. For instance, if the change automates old processes, the work that people do will be different.<ref>Definition - What is the Leavitt's Diamond? [https://edisciplinas.usp.br/pluginfile.php/1769799/mod_resource/content/3/texto%2001%20-%20Leavitts%20Diamond%20-%20An%20Integrated%20Approach%20to%20Change.pdf Mindtools]</ref>
+Any type of change or redesign in one component will affect the other three. According to this approach, before you bring about change in any one of the four components, you should evaluate the impact on the other three components. To implement change successfully, you need to find the right balance between all of them. A classic example is introducing new technology. A change in technology means that people need to change too – they'll need training to use the new technology. This may affect the [[Organizational Structure|organizational structure]], because people might demand higher pay and better positions. The new technology may also change old tasks. For instance, if the change automates old processes, the work that people do will be different.<ref>Definition - What is the Leavitt's Diamond? [https://edisciplinas.usp.br/pluginfile.php/1769799/mod_resource/content/3/texto%2001%20-%20Leavitts%20Diamond%20-%20An%20Integrated%20Approach%20to%20Change.pdf Mindtools]</ref>
@@ Line 17: / Line 17: @@
 '''The Components of Leavitt's Diamond'''<ref>The Four The Components of Leavitt's Diamond [https://daniellock.com/change-management-models/ Daniel Lock]</ref><br />
-*Structure: The structural component of Leavitt’s Diamond is about how individuals and teams are grouped in the organization.  This is not only the hierarchical structure but also the relationships, communication patterns, and coordination between different [[management]] levels, departments, and employees. This would also include how authority and responsibility flow within the organization. The structure needs to be altered when changes are made to any other component of the diamond.
+*Structure: The structural component of Leavitt’s Diamond is about how individuals and teams are grouped in the organization.  This is not only the hierarchical structure but also the relationships, communication patterns, and coordination between different management levels, departments, and employees. This would also include how authority and responsibility flow within the organization. The structure needs to be altered when changes are made to any other component of the diamond.
 **Key analysis questions:
 ***What is the hierarchy in your work unit? Is the unit centralized or decentralized?
-***Where is the [[control]] at each level?
+***Where is the control at each level?
 ***How are the work units divided?
 ***What is the geographical breakdown (if everything isn’t at one location)?
 ***How are duties divided?
-***What is the [[workflow]]?
+***What is the workflow?
 ***What is the communication flow?
-*Tasks: To deliver the [[value]] we must do something. And “something” in this model is “tasks”. The department team and individuals all perform tasks. In an organizational change context, it’s important to understand what these tasks are in the current state and then compare these to what the tasks will be in the future state. By understanding this you can then develop communications and training programs to bridge the gap. In organizational restructures, perhaps where roles are made redundant or shifted to other departments it becomes critical to identify all the tasks and who and how they will be performed in the new environment.
+*Tasks: To deliver the value we must do something. And “something” in this model is “tasks”. The department team and individuals all perform tasks. In an organizational change context, it’s important to understand what these tasks are in the current state and then compare these to what the tasks will be in the future state. By understanding this you can then develop communications and training programs to bridge the gap. In organizational restructures, perhaps where roles are made redundant or shifted to other departments it becomes critical to identify all the tasks and who and how they will be performed in the new environment.
 **Key analysis questions:
 ***What is the staff expected to do?
@@ Line 41: / Line 41: @@
 *Technology: Technology is about the tools that people use to perform the tasks.
 **Key analysis questions:
-***Key equipment and processes that enable and support your [[business]] functions, including [[computer]] systems, essential [[software]], devices – anything that enables communication and workflow.
+***Key equipment and processes that enable and support your business functions, including computer systems, essential software, devices – anything that enables communication and workflow.
 ***Tools you can use to implement the proposed change, including things such as seminars and training materials.
-Leavitt‟s  diamond presents  a  balanced  and  rational view  toward  complexities  affecting  [[Knowledge Management]] [[framework]]. It also  views technology in direct and strong relation with required tasks, employees, and task organization i.e. structure. This  model has  been widely  used as  the basis  for understanding  and realizing organizational changes.  Leavitt‟s diamond (1965) demonstrates four groups of organizational variables: task, people, technology, and structure. As the arrows in the Figure above indicate, Leavitt states that these variables have many transactions with each  other.  Thus,  changing  one  of  them  would  result  in  regulatory  and  compensating  change  in  other components. Technologies are tools that  help organizations perform their tasks  and help mechanisms turn inputs into products. [[Knowledge Management|Knowledge management]]is not just about management of knowledge work processes or people performing them, since it  influences [[Information Technology (IT)|technology]]  and organizational structure as  well. The position researched  by this framework suggests that only with the consideration of balance among all the four variables it is possible to demonstrate the activities of knowledge management in an organization. Therefore, instead of disregarding the importance of these variables or ignoring one of them (e.g. technology) all together, this framework views all the  groups and elements equally and puts  all the variables  in priority; in this  manner, the  activities of knowledge management could reach maximum success.<ref>How Leavitt's Diamond presents complexities affecting Knowledge Management [https://www.researchgate.net/publication/268407704_Information_Technology_and_its_Deficiencies_in_Sharing_Organizational_Knowledge  Morteza Jamali, Ehsan Shafiezadeh, Mohsen M Jozani]</ref>
+Leavitt‟s  diamond presents  a  balanced  and  rational view  toward  complexities  affecting  Knowledge Management framework. It also  views technology in direct and strong relation with required tasks, employees, and task organization i.e. structure. This  model has  been widely  used as  the basis  for understanding  and realizing organizational changes.  Leavitt‟s diamond (1965) demonstrates four groups of organizational variables: task, people, technology, and structure. As the arrows in the Figure above indicate, Leavitt states that these variables have many transactions with each  other.  Thus,  changing  one  of  them  would  result  in  regulatory  and  compensating  change  in  other components. Technologies are tools that  help organizations perform their tasks  and help mechanisms turn inputs into products. [[Knowledge Management|Knowledge management]]is not just about management of knowledge work processes or people performing them, since it  influences [[Information Technology (IT)|technology]]  and organizational structure as  well. The position researched  by this framework suggests that only with the consideration of balance among all the four variables it is possible to demonstrate the activities of knowledge management in an organization. Therefore, instead of disregarding the importance of these variables or ignoring one of them (e.g. technology) all together, this framework views all the  groups and elements equally and puts  all the variables  in priority; in this  manner, the  activities of knowledge management could reach maximum success.<ref>How Leavitt's Diamond presents complexities affecting Knowledge Management [https://www.researchgate.net/publication/268407704_Information_Technology_and_its_Deficiencies_in_Sharing_Organizational_Knowledge  Morteza Jamali, Ehsan Shafiezadeh, Mohsen M Jozani]</ref>
 ===See Also===
-[[Business IT Alignment]]<br />
+*[[Business IT Alignment]]
-[[Strategic Alignment Model]]<br />
+*[[Strategic Alignment Model]]
-[[Strategic Alignment]]<br />
+*[[Strategic Alignment]]
-[[Strategic Alignment Maturity Model]] <br />
+*[[Strategic Alignment Maturity Model]]
-[[Strategic Management]]<br />
+*[[Strategic Management]]
-[[Value-Based Business-IT Alignment (VITAL) Project]]<br />
+*[[Value-Based Business-IT Alignment (VITAL) Project]]
-[[Rockart and Scott's Alignment Model]]<br />
+*[[Rockart and Scott's Alignment Model]]
-[[Venkatraman Henderson Model]]<br />
+*[[McKinsey 7S Framework]]
-[[McKinsey 7S Framework]]<br />
+*[[McKinsey Matrix]]
-[[McKinsey Matrix]]<br />
+*[[BCG Matrix]]
-[[BCG Matrix]]<br />
+*[[GE/McKinsey Matrix]]
-[[GE/McKinsey Matrix]]<br />
+*[[Mintzberg's 10 Schools of Strategic Thought]]
-[[Mintzberg's 10 Schools of Strategic Thought]]<br />
+*[[Mintzberg's 5Ps of Strategy]]
-[[Mintzberg's 5Ps of Strategy]]<br />
+*[[Mintzberg and Waters' Strategy Model]]
-[[Mintzberg and Waters' Strategy Model]]<br />
+*[[Strategic Business Unit]]
-[[Strategic Business Unit]]<br />
+*[[Business Strategy]]
-[[Business Strategy]]<br />
+*[[Change Management]]
-[[Change Management]]<br />
+*[[IT Strategy (Information Technology Strategy)]]
-[[IT Strategy (Information Technology Strategy)]]<br />
+*[[IT Governance]]
-[[IT Governance]]<br />
+*[[Enterprise Architecture]]
-[[Enterprise Architecture]]<br />
+*[[IT Operations (Information Technology Operations)]]
-[[IT Operations (Information Technology Operations)]]<br />
+*[[IT Sourcing (Information Technology Sourcing)]]
-[[IT Sourcing (Information Technology Sourcing)]]<br />
+*[[E-Strategy]]*[[Chief Information Officer (CIO)]]
-[[E-Strategy]]<br />[[Chief Information Officer (CIO)]]<br />
+*[[William Bridges’ Transition Model]]
-[[William Bridges’ Transition Model]]<br />
+*[[Switch Framework]]
-[[Switch Framework]]<br />
+*[[People, Process, Technology Framework]]
-[[People, Process, Technology Framework]]<br />
+*[[People Capability Maturity Model (P-CMM)]]
-[[People Capability Maturity Model (P-CMM)]]<br />
+*[[Open Systems Theory]]

← Older revision		Revision as of 21:19, 2 November 2021
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	[[File:Leavitts_Model.png\|400px\|Leavitt's Diamond]]<br />		[[File:Leavitts_Model.png\|400px\|Leavitt's Diamond]]<br />
	source: Harold Leavitt’s diamond shaped organisational systems model (1965) (DeLone,W.:2009)		source: Harold Leavitt’s diamond shaped organisational systems model (1965) (DeLone,W.:2009)
		+
		+
		+	The structure variable refers to the authority systems, communication systems, and work flow within the organization. The technological variable includes all the equipment and machinery required for the task variable; the task variable refers to all the tasks and subtasks involved in providing products and services. Finally, the human variable (i.e., people/actors) refers to those who carry out the tasks associated with organizational goals (i.e., products and services). The diamond shaped arrows in the model emphasize the interdependence among the four variables. Leavitt has postulated that a change in one variable will affect the other variables. For example, with a planned change in one variable (e.g., the introduction of advanced technology), one or more variables will be impacted. Such interventions are typically designed to affect the task variable (e.g., to affect positive changes in products or services). In this example, the other variables would also likely change, as morale (i.e., people) might increase and communication (i.e., structure) might be improved due to the new technology. Although Leavitt describes the variables within his model as dynamic and interdependent, the model is too simple to make any direct causal statements regarding the four variables. Similar to the Force Field Analysis model, Leavitt suggests that a change in one variable may result in compensatory or retaliatory change in the other variables; this notion is similar to the opposing forces in Lewin’s model. However, unlike Force Field Analysis, Leavitt does not address the role of the external environment in bringing about change in any of the variables.<ref>Explaining Leavitt's Model [http://www.oi-institute.com/media/Organizational-Diagnostic-Models-Vol2N1.pdf OI Institute]</ref>