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Change Readiness
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The objective of the paper is to present ACS State and Local Solutions as an organization that can benefit from a change readiness assessment. The twenty first century points to a constant change, rapid growth, and to try to get as much business as possible, however constant search for more capital weakens and strengthens different areas of the organization. Weisbord proposes his Six-Box model as a diagnostic framework for organizations. He expresses that a blip in any one box cannot be managed independently of its relationship to other boxes. However, six potential starting places give you alternatives when choosing an improvement strategy (Weisbord 1978). Let us analyze the purpose of the organization. What business is ACS State and Local Solutions in? The organization is in the business of helping people to achieve self-sufficiency, and to process childcare checks on a timely manner to ensure a better quality life for children. Both contracts are with Miami Dade County, the first is twelve million dollars with one hundred forty five employees and the latter is a sixty five million dollars and a staff of forty-five. That is the “what they have to do”; however when ACS State and Local Solutions what is “what they want to do”: the staff shares the desire to become the best provider offering social services for Miami Dade County. Goals are not a point of concern for ACS State and Local Solutions; the staff has clarity and understanding of the goals. They are set by the funding agency and neither external nor internal mechanisms can modify the goal. The company has a functional structure: One Project Manager and under him, the Operations Division and the Finance and Administration Division. The Human Resources Department and the Contract Department report to Finance, not to the Project manager. There is decentralization from the corporate office, this one of the requirements to be a service provider for the funding agency. Weisbord indicates blips show up in three different areas of the relationship box: people, units doing different tasks and people and their technologies (Weisbord, 1978). The diagnosis shows conflict in the relationship area. The Project Manager tries to get everyone involved but avoids confrontations at all cost. After applying Weisbord’s Leadership box to ACS State and Local Solutions the radar goes off between the relationship and leadership box. Part of the problem is the main leader, the project manager. His leadership style is more of a visionary than anything else. He decides which mountain to climb but he gets too involved in the climbing process. His constant asking other for ideas and answers creates a great deal of anxiety for him and his subordinates. The diagnosis detects conflict between the leadership style and the organization style. The relationship between the Finance Department and the Project manager is a forcing conflict-management.
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