The Burke-Litwin model of organizational performance and change is a framework that explains how organizational performance is affected by various factors. The model was developed by W. Warner Burke and George H. Litwin in 1992 and has since been widely used in organizational development and management.
The Burke-Litwin model suggests that organizational performance is the result of a complex system of interrelated factors, rather than the result of any single factor. The model identifies 12 factors that can influence organizational performance, including individual, team, and organizational factors.
The individual factors in the Burke-Litwin model include individual characteristics such as skills, abilities, motivation, and attitudes. These factors can affect an individual's performance and, in turn, the performance of the team or organization.
Team factors in the model include team dynamics, communication, leadership, and teamwork. These factors can have a significant impact on team performance and the overall performance of the organization.
Organizational factors in the model include the organizational culture, structure, systems, and strategies. These factors can influence the performance of the organization as a whole.
The Burke-Litwin model also recognizes that these factors are interdependent and can influence one another. For example, a positive organizational culture can lead to better individual and team performance, while poor communication within a team can negatively impact the performance of the team and the organization.
The Burke-Litwin model suggests that organizations should consider all of these factors when seeking to improve performance. By understanding the complex relationships between these factors, organizations can develop strategies that address multiple areas and lead to more comprehensive and effective change.
In summary, the Burke-Litwin model is a useful framework for understanding how organizational performance is influenced by a variety of individual, team, and organizational factors. By considering these factors, organizations can develop more effective strategies for improving performance and driving change.
