Organizational elements	Traditional Model	Transformational Model
Superordinate Goals Fundamental Assumption	Pathology & Cure	Cognition & Learning
Strategy Unique Value	Control	Choice & Personal Responsibility
Staff Basic Values of Management	Credentials & Hierarchy	Outcome Productivity & Personal Responsibility
Skills Attributes or Capabilities Capacity or competence	Therapy, biomedicalor psychodynamic approaches	Teaching, social content with cognitive & behavioral techniques
Style Patterns of action Symbolic behavior	expert professional preference programs & restrictions medical jargon	enabler client preference valued settings support intensity functional language
Systems Formal & informal procedures	process orientation & command & control	outcome orientation & continuous quality improvement
Structure Task division & coordination	"factory" model centralized vertical	temporary services decentralized horizontal

Organizational Models

In making the shift from traditional models of serving people with problems in living to a transitional model dedicated to the use of social education, one is required to look at the full range of organizational elements identified as structure, strategy, systems, style, skills, staff and superordinate goals¹. It is not sufficient to focus on one organizational element as a multiplicity of factors influence an organization's ability to change.

The diagram intends to convey the notion of the interconnectedness of the variables - the idea is that it is difficult, perhaps impossible, to make significant progress in one area without making progress in the others as well. The shape of the diagram is also significant. It has no starting point or implied hierarchy. A priori, it isn't obvious which of the seven elements will be the driving force in a particular organization.

1. Based on the 1980 article, Structure is not Organization, by Robert H. Waterman, Jr., Thomas J. Peters, and Julien R. Phillips.