Congruence Model

The Nadler-Tushman Congruence Model is a diagnostic tool for organizations that evaluates how well the various elements within these organizations work together. The result is the identification of performance gaps. These gaps have to be closed in order to improve the organization's productivity and profitability. The gaps are identified because the Nadler-Tushman congruence model looks at the way the company processes information and input from both internal and external sources. Furthermore, it analyses communication structures to make them process the information as effectively as possible.

The congruence model for a business is a change management process that examines the performance of an organization based on how it operates as a system. The company is broken down into separate elements, and the congruence model examines those elements and looks to improve the organization by improving each part.

How to Use the Congruence Model
To apply the Congruence Model, look at each component and then analyze how they relate to one another.

• Step One: Analyze Each Element
  • Work: start by looking at the critical tasks that underpin your organization's performance, from two perspectives – what work is done, and how it is processed. Consider what skills or knowledge individual tasks require, whether they are mechanical or creative, and how the work flows. Identify approaches that work best – for example, quick, thorough, empathic, analytical, precise, or enthusiastic – and what the stresses and rewards of the work are.
  • People: look at who interacts to get these tasks done – bosses, peers, and external stakeholders, for example. Identify the skills, knowledge, experience, and education that they possess. Then, explore how they like to be compensated, rewarded and recognized for their work. Also, consider how committed they are to the organization, and what career progression expectations they have.
  • Organizational Structure: map your organization's structures, systems and processes. Are there distinct business units or divisions (for example, regional, functional, or product- or market-specific)? Are there different levels or ranks, or does it have a flat structure? And how distinct or rigid are the reporting lines? Also, consider how standardized work is within your organization, and look at the rules, policies, procedures, measures, incentive schemes, and rewards that govern it.
  • Culture: this is often the element with the greatest influence, but the hardest one to analyze. You can explore your organization's culture by considering the leadership style and the beliefs and values of the individuals who work there. Think about the "unwritten rules" that define how work really gets done. (These stem from people's attitudes, beliefs, values, behavior, and so on, and from the processes and structures that you've already examined.) Look at how information flows around the organization, and whether there are any political networks in play.
• Step Two: Analyze the Relationships Between the Elements: Now organize the four elements into the following six pairs, and analyze how they interrelate.
  • Work and People: is the work being done by the most able and skilled people? Does the work meet individuals' needs?
  • Work and Structure: is work done in a well-coordinated manner, given the organizational structure in place? Is that structure sufficient to meet the demands of the work being done?
  • Structure and People: does the formal organization structure allow the people to work together effectively? Does it meet people's needs? Are people's perceptions of the formal structure clear or distorted?
  • People and Culture: are the people working within a culture that best suits them? Does the culture make use of people's own resources?
  • Culture and Work: does the culture help or hinder work performance?
  • Structure and Culture: do the culture and the organizational structure complement one another, or do they compete?

As you work through these pairs, identify areas of congruence and incongruence, and consider how your organization's performance measures against its goals.

• Step Three: Build and Sustain Congruence: Now, consider what steps you could take to reconfigure each element, and resolve the incompatibilities that you've identified. As you identify solutions and move forward with them, don't forget to look at how you could strengthen the things that are already well coordinated. It's as important to reinforce and sustain what is already congruent as it is to fix what's incongruent.

According to the Congruence Model, the best strategies for fixing incongruence will be those that reflect the unique character of your team or organization, and the environment that you operate in. This is why one organization can thrive on a certain structure or type of work, while another apparently similar one struggles to make a profit.