When Change Becomes Transformation.
Imagine if you could form your dream supergroup, with the musicians you most admire. An impressive set of musical geniuses, for sure, but how would they sound together? Chances are, they'd be a terrible "fit," and the result would be a discordant disaster!
The same idea holds true in business. When the drivers of your performance don't work well together, success suffers. In this article, we'll look at how you can use The Congruence Model to analyze how well the key components of your team or organization interact. What Is the Congruence Model?
The Congruence Model was developed in the early s by organizational theorists David A. Nadler and Michael L. It's a powerful tool for identifying the root causes of performance issues.
It can also be used as a starting point for identifying how you might fix them. It's based on the principle that a team or organization can only succeed when the work, the people who do it, the organizational structure, and the culture all "fit" together — or, in other words, when they are "congruent" see figure 1, below.
Where there is incongruence, or a poor fit, between these four critical elements, problems will arise. Tushman For example, you may have brilliant people working for you, but if your organization's culture is not a good fit for the way they work, their brilliance won't shine through.
Likewise, you can have the latest technology and processes, but decision making will be slow and problematic if the organizational culture is bureaucratic.
The Congruence Model offers a systematic way to avoid these conflicts. Tip: The Congruence Model is also a useful tool for thinking through how changes you make within a team or organization will impact upon other areas.
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 organzation, 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 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?Business Studies Assessment of Whole Foods Market Outputs with the Nadler-Tushman Congruence Model The Nadler-Tushman Congruence Model may be used to analyze the performance of an organization, looking at the output across three different levels; the organizational level, the group level and individual level.
Aug 19, · Applying the Nadler-Tushman Congruence Model to analyze the case study Thoroughly examining the key areas of the model, including: Strategic choices and critical tasks and workflows/processes (refer to Figure on p.
38 in the required background book and Figure 4 from the Organizational Dynamics required reading). Using the Nadler-Tushman Congruence Model, conduct an analysis of a BANKS outputs.
Remember that outputs exist at the individual, group and organizational levels and that there are often differences between the outputs an organization specifies in its strategic plans . Mar 12, · The Medicaid Case Study presents the best way of implementing the Nadler-Tuchman Congruence Model in a transforming organization.
The case study starts by highlighting the analysis of the major elements of the Medicaid program which helps in the identification of the major congruency needs for the program.
Limitations of the Congruence Model. There are several limitations to be aware of when using the Congruence Model. Firstly, the Congruence Model is a tool for analyzing team or organizational problems, and a useful starting point for transforming performance.
It's not, however, a tool for telling you how to fix those problems. Analyze the Medicaid Case Study using the Nadler-Tushman Congruence Model. Drawing on the material in the required and background reading, prepare a 5- to 6-page paper (not including cover and reference pages) in which you.