Diagnosing the Need for Organizational Change CAIB and the Tushman—O’Reilly Congruence Model The Tushman-O’Reilly Congruence Model, to summarize, is a method of assessing organizational functionality through analyzing various aspects of organizations in terms of their congruency with one another. In essence, this model looks at how the work tasks, organizational formalities, people and culture are working either in congruence or not with each other, and with the overall strategic goals of the organization. After diagnosing and assessing organizations for their levels of congruence, the model then suggests plans for organizational changes that will improve the functionality of the organization. The CAIB, an acronym for the Columbia Accident...The end:
.....rom how one feels that they are expected to appear and to act in the world. The gist of this paper then concludes that NASA must move beyond their perception of external social expectations and focus on what is realistic and possible within their current limitations in order to continue space exploration. As such, I support the value of human safety as just as important than any other consideration, including economic and global positions of power. References Columbia Accident Investigation Board. (2003). Retrieved from http://www.nasa.gov/columbia/caib/PDFS/VOL1/PART02.PDF Tushman, M. & O’Reilly, C. (1997). Working through innovation: A practical guide to leading organizational change and renewal. Boston: Harvard Business School Press.