1. Why is diagnostics so vital in organizational change programs? In order to implement a successful change program, you need to have reliable information describing what you are trying to fix. Failing to diagnose the problem can lead to even more problems. If you don't take the time to understand the problem, you might react and treat something that doesn't need to be addressed. For example, if you went to the doctor with a symptom and they don't correctly diagnose the cause of that symptom, the medication they give you for something that isn't actually the problem could create more complications. . other bad decisions in the future. It's likely that you'll only try to fix some symptoms of the actual problem, so the problem will continue to persist until you get to the root cause. In order to identify the causes of the symptoms, performance measures are necessary. (Kaydos, W.1991) An example could be that you have a clogged sink. If you pour Drano down the sink pipes or try to squeeze it out, you will probably be successful for a while. The blockage will disappear but it may then resurface. If the clog is actually caused by tree roots growing into the plumbing, until you repair the problem, your sink will continue to back up periodically because you are only treating the symptom with your temporary solutions. In this scenario, even though the result was identified, to clean the sink, the diagnosis was not accurate and the problem will persist. Without proper diagnosis, you don't know what needs to change to resolve the problem. Diagnosis is at the start of a chain of events, if you fail to understand the root cause, all your p...... middle of paper ...... you have enough time to adapt with the idea of ​​the new process, refreezing will be more successful. If the management of resistance to change has been integrated into the plan, with evaluation and feedback of the change, the new process will be fixed and the effectiveness of the change plan can be measured.ReferencesAmer, Dr. Naila H. Leadership Role in Management of Exchange. Retrieved from: www.kma.org.kw/Leadership.pptBrown, DR and Harvey, D. (2006). An experiential approach to organizational development, (7th ed.). Upper Saddle River, NJ: Prentice Hall. Gibson, Ivancevich, Donnelly, Konopaske. (2009). Behavior, structure, processes of organizations. (page 458) New York, NY: McGraw-Hill Companies, Inc. Kaydos, W. (1991). Measure, manage and maximize performance. (Page 38) Cambridge, MA. Productivity Press, Inc..