A sample approach

Every project is different. This is just a single case - food for thought.

When designing an intervention, the consultant (internal or external) needs information on the goals of the individuals and areas involved, the expectations for the project, organizational constraints, and other issues. However, for the purposes of illustration, the following approach uses a combination of measurement based change and process consultation. (When I refer to "the organization," it could mean a company, a division, a group, or a nonprofit, educational, or even hobbyist organization).

1. Get an idea of the basic issues from face-to- face interviews with a large variety of constituents from different levels and groups, including suppliers and customers if possible (in practice this is more common when suppliers and customers are in the same organization).
2. Work with the top leaders to develop a basic strategy for the organization, including a vision of the future and some idea of how they will get there. This is often a two-day or longer off-site facilitated meeting where basic assumptions are brought out, discussed, tested, etc. One of the reasons for implementing balanced scorecards in organizations is the process, which requires true consensus on strategy.
3. Develop "people measures" (surveys) which encompass both the information you gained in #1 and #2.
4. At the same time bring your process consultation to bear on key organiations such as the board, governing committees, project teams, etc., to increase their overall effectiveness, problem resolution skills, etc. Process consultation is devastatingly effective in some cases.
5. Administer the measures, get the key themes, report them back and preferably very shortly thereafter or at the same time start working on implications and action steps.