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Ā Diagnosing Organisational Health

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Build your understanding of organisational health beyond productivity and learn to read your organisation with a practical diagnostic lens.

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WHAT THIS COURSE OFFERS

  1. Foundations of Organisational Diagnosis

    35 lessons

    1. What Organisational Health Makes Possible

      1. Understanding Organisational Health
      2. Moving Beyond Performance Metrics
      3. The Core Conditions of a Healthy Organisation
      4. What Do We Mean by Organisational Health?
      5. Spot the Signs
      6. Health Check Reflection
      7. From Outcomes to Conditions

    2. From Symptoms to System Conditions

      1. Looking Beneath the Surface
      2. Why Symptoms Keep Returning
      3. Reading Structures, Relationships, and Culture Together
      4. Symptoms Are Not the Whole Story
      5. Symptom or System?
      6. Five Whys for Organisations
      7. Learning to Read What Produces the Problem

    3. Formal Systems and Lived Experience

      1. The Organisation on Paper and in Practice
      2. When Policies and Practice Diverge
      3. Understanding Lived Organisational Experience
      4. What the Organisation Says vs What People Live
      5. Paper vs Practice Mapping
      6. Experience Lens Reflection
      7. Diagnosis Begins Where Lived Experience is Taken Seriously

    4. What a Good Diagnosis Requires

      1. The Practice of Diagnosis
      2. Curiosity, Rigour, and Organisational Insight
      3. Ethics, Safety, and Responsibility in Diagnosis
      4. What Makes a Diagnosis Useful?
      5. Diagnostic Posture Self-Assessment
      6. Ethics in Action
      7. Diagnosis as a Responsible Practice

    5. Beginning the Diagnostic Lens

      1. Learning to Notice Before Solving
      2. Pattern Recognition in Organisational Life
      3. Slowing Down the Rush to Fix
      4. Start by Noticing
      5. Pattern Spotting Journal
      6. Pause Before the Fix
      7. Building Confidence in Organisational Reading

  2. Power, Politics, and Organisational Reality

    35 lessons

    1. Visible and Hidden Power

      1. Seeing Power in Organisational Life
      2. Formal Authority and Informal Influence
      3. Power, History, and Organisational Memory
      4. Where Power Really Sits
      5. Mapping Visible and Hidden Power
      6. Power in a Recent Decision
      7. Reading Power More Clearly

    2. Whose Voice Shapes the Organisation

      1. Voice, Silence, and Organisational Learning
      2. Who Gets Heard and Why
      3. Silence, Fear, and What Organisations Miss
      4. Listening for What Is Missing
      5. Voice and Silence Reflection
      6. The Cost of Not Hearing
      7. Hearing the Organisation More Fully

    3. Power and Strategic Direction

      1. Strategy Is Never Neutral
      2. How Power Shapes Strategic Choice
      3. Strategy, Legitimacy, and Organisational Trade-Offs
      4. Looking at Strategy Through Power
      5. Strategic Priorities Under the Microscope
      6. What Is Missing from the Strategy?
      7. Strategy as Organisational Reality

    4. Legitimacy, Bias, and Organisational Judgement

      1. How Organisations Decide What Counts
      2. Credibility, Bias, and Organisational Judgement
      3. When Judgement Reinforces Power
      4. Who and What Gets Treated as Valid
      5. Credibility in Practice
      6. Bias in a Decision Pathway
      7. Expanding What the Organisation Can See

    5. Reading Organisational Politics Well

      1. Politics as Organisational Information
      2. What Politics Can Tell Us
      3. Working Politically Without Cynicism
      4. Reading Politics with Curiosity
      5. Interpreting Organisational Friction
      6. Politics Without Blame
      7. Politics as Part of Diagnosis

  3. Culture, Behaviour, and Patterns of Practice

    35 lessons

    1. Culture Beyond Values Statements

      1. Reading Culture in Everyday Practice
      2. What Organisations Reward and Tolerate
      3. Culture as Behaviour, Not Branding
      4. What Culture Looks Like in Practice
      5. What Gets Rewarded Here?
      6. Values vs Norms Reflection
      7. Seeing Culture Where It Lives

    2. Norms, Habits, and Everyday Behaviour

      1. How Small Behaviours Shape the System
      2. Everyday Behaviour and Organisational Patterns
      3. Norms, Expectations, and Unwritten Rules
      4. The Power of Repetition
      5. Spot the Unwritten Rules
      6. Small Behaviours, Bigger Effects
      7. Everyday Practice as Diagnostic Data

    3. Care, Strain, and Organisational Capacity

      1. Care, Capacity, and Organisational Health
      2. Emotional Labour and Hidden Work
      3. Burnout, Uneven Burden, and System Stress
      4. When the System Depends on Overextension
      5. Hidden Work Audit
      6. Mapping Burden and Capacity
      7. Reading Strain as a System Signal

    4. Repeating Patterns and Organisational Traps

      1. Why the Same Problems Keep Returning
      2. Recognising Organisational Patterns
      3. Common Organisational Traps
      4. Patterns That Keep Repeating
      5. Pattern Tracking
      6. Naming the Trap
      7. From Repetition to Insight

    5. What the Organisation is Teaching People

      1. The Lessons Organisations Teach
      2. What People Learn from the System
      3. Organisational Signals and Behaviour
      4. What the System Is Signalling
      5. Lessons from Everyday Practice
      6. Signal and Response Mapping
      7. Reading the Lessons Embedded in Practice

  4. Sensemaking, Inquiry, and Future Readiness

    35 lessons

    1. Asking Better Diagnostic Questions

      1. The Power of Better Questions
      2. What Makes a Question Diagnostic
      3. Questions That Deepen Organisational Understanding
      4. Asking Questions That Open Things Up
      5. Rewriting the Question
      6. Question Pathway Exercise
      7. Questions as a Diagnostic Tool

    2. Gathering Insight Across the System

      1. Gathering Insight with Breadth and Care
      2. Listening Across Roles and Experiences
      3. Gathering Insight Without Flattening Difference
      4. Seeing More of the System
      5. Perspective Mapping
      6. Interpreting Difference
      7. Building a Fuller Picture

    3. Interpreting Signals and Emerging Risks

      1. Noticing What May Be Emerging
      2. Weak Signals in Organisational Life
      3. From Early Clues to Emerging Risk
      4. Spotting Signals Early
      5. Signal Spotting Practice
      6. Early Risk Reflection
      7. Reading the Early Signs

    4. Making Sense of Complexity

      1. Working with Complexity Thoughtfully
      2. Making Sense Without Simplifying Too Fast
      3. Holding Ambiguity in Organisational Diagnosis
      4. Making Meaning from Complexity
      5. Sorting What Matters Most
      6. Ambiguity Reflection
      7. Staying Thoughtful in Complexity

    5. From Diagnosis to Conditions for Change

      1. From Insight to Change Conditions
      2. What Change Requires Beneath the Surface
      3. Using Diagnosis to Inform Action
      4. From Diagnosis to Movement
      5. Conditions for Change Mapping
      6. Beyond the Quick Fix
      7. Ending with Better Conditions, Not Just Better Ideas

WHO THIS COURSE IS FOR

MODULE OVERVIEW

WHAT YOU WILL GAIN

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