Proceedings 5th International APIO Conference, Jakarta, October 2013 1 Diagnosing Indonesian organizations using Blockage Organization Inventory Wustari L.H. Mangundjaya Faculty of Psychology, University of Indonesia E-mail: wustari@yahoo.com Abstract In order to survive, change is a must in organization, and to achieve an effective organizational change and development, the first step is to diagnose the organization. As a result, finding appropriate tool to diagnose and identify the condition is very important. The purpose of this study is to discuss about the profiles of Indonesian companies using Organizational Blockage Inventory (OBI), as a tool in diagnosing the condition of organization. This study done at 3 companies, consist of 338 respondents. The methodologies used for this study were surveys using OBI, focussed group discussion (FGD), and in-depth interview. The results by descriptive statistics showed that blockages in Indonesian organizations lie in 1) Low creativity, 2) Confused organization structure and unfair rewards, and 3) Lack of management development. From the FGD and in-depth interviews are also showed that the sources of these conditions were varied, such as: organizational climate, inappropriate management style and policy, and lack of management support. The benefits of the study showed that OBI is one of alternative tool that can be used for diagnosing the organization, before developing plans for organizational change and development (Woodcock & Francis, 1994). Keywords: Diagnosing Organization, Organizational Blockage Inventory, Organizational Change & Development. 1. Introduction The organizational change is a continuous thing which happens in the present and in future, so it can be said that organizational change is unavoidable (Jex & Britt, 2008). In this regard, in order to make change becomes effective; each company should do a thorough analysis to choose the alternative to change (Armenakis, Harris, & Mossholder, 1993). As a result, both internal and external organization development (OD) consultants at some point in the consulting process must address the question of diagnosis. In assessing the need to conduct accurate organizational diagnosis, this study used the blockage questionnaire (Francis and Woodcock, 1990) to identify organizational conditions that prevent people from being as productive as they could be. The present study includes a theoretical approach on the organizational change issues and an analysis on some Focus Group Discussion as well as in-depth interviews with some managers of the organization. 2. Literature Review Diagnosing Organization Cummings and Worley (2009) defined that the Organizational Development (OD) as a system wide application of behavioral science knowledge to the planned development, improvement, and reinforcement of the strategies, structures, and processes that lead to organization effectiveness. Based on this definition, in order to conduct a system wide application to achieve organizational effectiveness, diagnosing the organization is needed. In this regard. diagnosis is the process of assessing the functioning of the organization, department, group, or job to discover the sources of problems and areas for improvement. It involves collecting pertinent information about current operations, analyzing those data, and drawing conclusions for potential change and improvement. Effective diagnosis provides the systematic understanding of the organization needed to design appropriate interventions. Based on a good diagnosis, OD interventions would derive from that diagnosis to plan the interventions and include specific actions intended to resolve problems and to improve organizational functioning.