Using the Nadler Tushman Congruence Model / by Diederik Zunneberg

Using the Nadler Tushman Congruence Model, click to enlarge image

Basic problem analysis steps using the Nadler Tushman Congruence Model for Diagnosing Organizational Behavior:

  1. Identify symptoms
  2. Specify inputs
  3. Identify outputs
  4. Identify problems
  5. Describe components of the organization
  6. Assess congruence
  7. Generate and identify causes
  8. Identify action steps




  1. Identify symptoms: List data indicating possible existence of problems.
  2. Specify inputs: Identify the system. Determine nature of environment, resources, and history. Identify critical aspects of strategy.
  3. Identify outputs: Identify data that define the nature of outputs at various levels (individual, group/unit, organizational). This should include desired outputs (from strategy), and actual outputs being obtained.
  4. Identify problems: Identify areas where there are significant and meaningful differences between desired and actual outputs. To the extent possible, identify penalties; that is, specific costs (actual and opportunity costs) associated with each problem.
  5. Describe components of the organization: Describe basic nature of each of the four components with emphasis on their critical features.
  6. Assess congruence: Conduct analysis to determine relative congruence among components (draw on submodels as needed)
  7. Generate and identify causes: Analyze to associate fit with specific problems.
  8. Identify action steps: Indicate the possible actions to deal with problem causes.


Based on: A Model for Diagnosing Organizational Behavior, Nadler, Tushman | Stormbal Consulting | Classic Models Review | Diederik Zunneberg | #160005 c01