The mission of the Organizational Health Diagnostic and Development Corporation (OHDDC), a premier catalyst for systemic change, is to enhance an organization’s leadership capacity by providing principle-centered, data-based, and cost-effective services.
OHDDC has developed an extraordinary repertoire of resources to:
• Diagnose the internal state of an organization as measured by the ten dimensions of Organizational Health.
• Identify leadership and organizational strengths and improvement priorities that permeate the district.
• Display these data in conceptual models that provide frameworks for moving individuals and teams from Dependence to Independence to Interdependence.
• Provide a systematic, collaborative process for helping leaders improve their leadership and organizational skills through the use of effective coaching models.
• Facilitate the development and implementation of structures and strategies necessary to accomplish district-wide goals.
• Utilize principle-centered Leadership Belief Statements to facilitate the alignment of decisions throughout the system.
• Provide a conceptual infrastructure as the basis for establishing, maintaining, and/or modifying systems necessary for sustained success.
Implementation of these diagnostic and development services will improve the critical dimensions of Organizational Health that are statistically correlated with increased performance and productivity.
WHAT IS ORGANIZATIONAL HEALTH?
Organizational Health is defined as an organization’s ability to function effectively, to cope adequately, to change appropriately, and to grow from within. Organizational Health consists of the following ten dimensions:
• Goal Focus – the ability of persons, groups, or organizations to have clarity, acceptance, support, and advocacy of school-wide goals and objectives.
• Communication Adequacy – that state when information is relatively distortion free and travels both vertically and horizontally across the boundaries of an organization.
• Optimal Power Equalization – the ability to maintain a relatively equitable distribution of influence between the leader and members of his/her work unit.
• Resource Utilization – the ability to coordinate and maintain inputs, particularly personnel, effectively with a minimal sense of strain.
• Cohesiveness – the state when persons or groups have a clear sense of identify, are attracted to membership, want to stay, and are willing to influence and to be influenced.
• Morale – that state in which a person, group, or organization have feelings of security, satisfaction, well-being, and pleasure.
• Innovativeness – that ability to be and allow others to be inventive, diverse, creative, and risk-taking.
• Autonomy – that state in which a person, group, or organization have the freedom to fulfill their roles and responsibilities.
• Adaptation – that ability to tolerate stress and maintain stability while changing to meet the unique needs of their stake holders. • Problem-Solving Adequacy – an organization’s ability to perceive problems and to solve them with minimal energy. Problems get solved, stay solved and the problem solving procedures are strengthened.