Contrasting diagnostic and dialogic assessments: approaches to assess reality

William J. Rothwell, Aileen G. Zaballero and Farhan Sadique

Chapter 6 in Cases in Organization Development and Change, 2026, pp 52-65 from Edward Elgar Publishing

Abstract: Major Focus of the Case: The traditional diagnostic assessment, rooted in Lewin's change theory, views organizations as stable entities that occasionally require “unfreezing” to address specific problems. This approach emphasizes objective reality, using measurable tools like surveys, performance indicators, and SWOT analysis to gather data-driven insights. However, “in a multi-dimensional, diverse world marked by volatility, uncertainty, complexity, and ambiguity (VUCA)”, where change is seen as continuous and emergent, the dialogic approach offers an alternative way of examining organizations. This approach values subjective perspectives co-created through conversations and interactions, acknowledging diverse interpretations and emphasizing a dynamic, fluid reality. This chapter begins with an overview of diagnostic and dialogic assessments, followed by a case study that demonstrates how an OD consultant integrated multiple perspectives during the assessment phase of a change initiative. The consultant applied both diagnostic and dialogic methods, with the support of the client, to enhance the intervention. The chapter concludes by highlighting key lessons learned from the OD process.

Keywords: Contrasting diagnostic and dialogic assessments; Lewin's change theory; Organization development; Dialogic organization development; Diagnostic organization development; Managing change (search for similar items in EconPapers)
Date: 2026
ISBN: 9781035340965
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