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Organisational Diagnosis


Growing Individual, Group and Organisational Capabilities

The Centre for Socio-Analysis has a specialist advisory service devoted to exploring individual, group and organisational dynamics as this impacts on performance.

Typically we work with the GM / CEO / MD of an Organisation, or a Division, and their Executive / Management Group to:

  • Diagnose the functioning of the Group.
  • Design, suggest, and implement methods of improving individual, group, and organisational performance.

The process involves:

Initial Discussions and Sanctioning (1 - 2 weeks)

  • One or two sessions with the GM / CEO / MD to elucidate and explore the issues and the possibilities.
  • A meeting with the Executive / Management Group to discuss the issues, project task, and methods of exploration.
  • Submission of a proposal for Organisational Diagnosis.
  • Acceptance of the proposal by the MD (or equivalent) and the Management Group.

There is no financial cost until a proposal is accepted.

Organisational Diagnosis (3 - 4 weeks)
Phase 1

  • The Consultant carries out an Organisational Diagnosis of the functioning of the Group which usually consists of confidential individual interviews with members of the Management Group. Other methods that may be suggested include: group discussion or short focused workshop, and observation.
  • The Consultant gives a verbal Report to the MD and Management Group on the findings, and recommendations for a project to improve performance. At the conclusion of the meeting the Consultant provides a written Report on findings and project recommendations.

Growing the Capabilities of the Management Group (6 – 8 weeks)
Phase 2

The Consultant, MD, and Members of the Management Group carry out a project to strengthen the functioning of the Management Group.

This may include:

  • Individual Organisational Role Analysis sessions with the MD and Members of the Management Group. There may be sessions in pairs or other groupings if this is indicated. [ Link to ORA page]
  • Primary Task Analysis to formulate the essential aspect of what the organisation does. As organisations evolve so does their primary task.
  • Organisational Dreaming Matrix for the sharing of dreams, associations, and organisational connections within the Group.[Link to Organisational Dreaming Matrix page]
  • Futures Event. Mapping of the Organisation, say in 2015, and step linkages to the present.
  • Mapping of unexplored linkages across the Organisation which may lead to realized added value.
  • Exploration of Authority within the Management Group, and Group Dynamics.
  • Analysis of the role and tasks of the Management Group in supporting the primary task, and the new developmental possibilities that have emerged in growing individual, group, and organisational capabilities for the future.
  • Group Reflection on progress.

With the exception of the role analyses this exploration can be combined into a two or three day Workshop. The Consultant will provide a written Note at the conclusion of the Workshop or phase.

Organisational Transformation Programme (4 – 8 months)
Phase 3

The Consultant, MD, and Members of the Management Group collaborate in the design and implementation of an organisational transformation programme that is indicated as a result of Phase 2. Methods may include interviews, group discussions, workshops, and the same or similar events that the Management Group took part in during Phase 2 i.e. futures event, social dreaming, exploring linkages, role analyses, task analysis (as it fits into primary task), exploration of authority and group dynamics. In addition other methodologies for transformation may be indicated e.g. action learning projects.

In larger organisations, a Steering Group, representative of stakeholders, is set up to oversee the project, and its sanctioning within the organisation. An action learning approach is recommended for the management of the process. The Consultant will report to the Steering Group on progress every 3 to 4 weeks, provide written Working Notes at significant stages, and a Final Report.

While the three phases – 1. Diagnosis 2. Growing the Capabilities of the Management Group 3. Organisational Transformation - are linked, and build on the preceding work, the MD and Management Group at each stage makes a decision on the basis of previous results, costings, and likely benefits, whether to continue with the following phase.


The specific outcomes are different for each organisation. However, the areas within which transformations occur are likely to be similar.

An Organisational Diagnosis was carried out in 2005 with the Executive Director and Heads of Divisions of the Victorian Institute of Forensic Medicine. The Diagnosis led to Organisational Role Analysis sessions being held with members of this group and following this work a two day Workshop with the aim: “To begin the discovery of a new concept /model / paradigm for the Institute and its leadership to lift us to a new level”.

Outcomes from the Workshop included:

  • The formulation of a new primary task to reflect the increasing significance of national and international work carried out by the Institute in addition to its “home base” Victorian work.
  • Increased awareness of group and organisational dynamics underpinning the work
  • A mapping of interdependencies and tasks across the Institute.
  • Exploration of possible futures for the Institute.
  • Growth possibilities, and added value, through identifying linkages across the organisation.
  • New organisational concepts and merging of linked activities, to take the Institute to a different level, appropriate for growth of capability to 2015.
  • The design of organisational structures that would fit the new emerging primary task, and provide organisational space for the growth of Managers’ capacities.
  • Plans to explore new organisational forms that would integrate some of the work of separate Divisions, and reduce “silo” organisation.


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© Centre for Socio-Analysis 2007