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Nadler-Tushman Congruence Model

Nadler-Tushman Congruence Model

Nadler-Tushman Congruence Model


The background reading for this module focuses on one of the diagnostic models you were exposed to in Module One. We will be looking at the Nadler-Tushman Congruence Model. An internationally recognized expert in organizational change, Nadler has written seven books and numerous articles for practicing managers. Michael Tushman is a Full Professor at the Harvard Business School. He has written or edited eight books and is widely published in academic and practitioner journals.

Other things being equal, the greater the total degree of congruence or fit between the various components, the more effective will be the organization- effectiveness being defined as the degree to which actual outputs at individual, group, and organizational levels are similar to expected outputs, as specified by strategy. In this paper we analyze the case of by using Nadler-Tushman Congruence Model.


From the case of it is observed that Nadler and Tushman's congruence model takes a different approach to looking at the factors influencing the success of the change process (Nadler and Tushman, 1980). This model aims to help us understand the dynamics of what happens in a when we try to change it. This model is based on the belief that can be viewed as sets of interacting sub-systems that scan and sense changes in the external environment. This model sits firmly in the open systems school of thought, which uses the organism metaphor to understand organizational behaviour. However, the political backdrop is not ignored; it appears as one of the sub-systems (Sock et al, 2005).

This model views the as a system that draws inputs from both internal and external sources (strategy, resources, environment) and transforms them into outputs (activities, behaviour and performance of the system at three levels: individual, group and total). The heart of the model is the opportunity it offers to analyse the transformation process in a way that does not give prescriptive answers, but instead stimulates thoughts on what needs to happen in a specific organizational context. David Nadler writes, 'it's important to view the congruence model as a tool for organizing your thinking rather than as a rigid template to dissect, classify and compartmentalize what you observe. It's a way of making sense out of a constantly changing kaleidoscope of information and impressions (Marc et al, 2005).

The model draws on the sociotechnical view ...
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