Please refer to textbook ( the page numbers she uses do not match the online textbook version so please find the correct pages, if help is need please let me know): 

http://196.43.128.20/xmlui/bitstream/handle/20.500.12383/1111/THE%20theory%20and%20practice%20of%20change%20management%20%28%20PDFDrive%20%29.pdf?sequence=1&isAllowed=y

Introduction to the Activity

One focus related to leading strategic change is focusing on researching organizational processes to diagnose areas where improvement can be made. Improvement increases our ability to successfully create sustainable competitive advantage. This means that we must understand what types of diagnostic models are available to us and when it is appropriate to use them within our organizational environment. There are a number of models within various categories, including: environment fit, life cycle, internal alignment, and internal and external alignment.

Consider the Following:

There are three characteristics of a good diagnostic model (Hayes, 2014, p.142):

1. Relevancy to the particular issue under consideration
2. Ability to inform the change agent’s understanding about cause-and-effect relationships
3. Focus on organizational elements that the change agent can influence

Using these three guidelines for a good diagnostic model and an understanding that the utility of the diagnostic methods is directly linked to your circumstances and purpose:

• Choose a change initiative that you would like to lead for your department/unit or church/community group.
• Choose two models that you believe would meet the three characteristics of a good diagnostic model for this change to be effective.
• Discuss the utility of these models for your circumstance and purpose.

Diagnosis is a critical early step in the change process. Change agents, whether internal or external, have to collect data to identify issues and diagnose problems.  Sometimes, external change agents are better at this because they have no preconceived ideas or biases.  Other times, the access to data that internal change agents have, especially if they are trusted and respected members of the organization, makes the internal change agent more effective.  Many would argue that the best arrangement is an team comprised of both internal and external change agents. In such cases, the internal agent will remain with the organization after the external consultant has left and this can aid in stabilization of the change over time.

Regardless of who is the change agent, diagnostic models are helpful.  This question is about those models.  Please organize your answer as follows.

As always, begin by giving us a brief intro to your organization and your role in that organization (this can be the same from assignment to assignment but serves to remind your readers of the context of your answer.

In paragraph 2, describe a change initiative that you would like to lead for your department/unit.

In paragraph 3, choose two diagnostic models you think would meet the three characteristics of a good diagnostic model which are given in the assigned question.  Choose from the holistic diagnostic models described in Chapter 7:  Kotter's Integrative Model of Organizational Dynamics, The McKinsey 7S Model, Weisbord's Six-Box Model, and the Burke-Litwin Causal Model of Organizational Performance and Change.
Discuss how these models would be useful for your change initiative you are contemplating.