The Logical Level 7S Matrix

The Logical Level 7S Matrix

By Joe Cheal


Introduction

This article proposes a new development in combining both Dilts’ Logical Level framework
and the 7S model. This Logical Level 7S matrix (LL7S) is applied specifically to organisations
and organisational change.


The McKinsey 7S Model

The McKinsey 7S model was developed by Tom Peters and Robert Waterman in response to
the lack of a cohesive and useful definition of organisations. In their 1980 article (p14), they
stated that “techniques of the behavioural sciences were not providing useful alternatives to
structural design.” Structure is not the organisation and yet change management was often
focussed on restructure. Other definitions of organisations were about collections of people
which appeared to create a dichotomy between organisation=people vs organisation=structure.

In “Search for Excellence” they thoroughly
explored the research literature up to that time on
organisational development and from this created
the 7S Model. The model works by breaking an
organisation or department/region down into its
component parts by covering the elements that
make up an organisation: Structure, Strategy,
Systems, Skills, Style, Staff and Superordinate
Goals (later to become ‘Shared Values’ in Peters et
al 1990). Perhaps then a fuller working definition
of an organisation might be ‘an organisation is the
manifestation of the systemic relationships
between the 7Ss’.

The beauty of the model is its simplicity and immediacy, and then in the complexity that
follows by understanding that these components do not stand alone, but work in relationship
to one another. The model is systemic in that a change in one component will likely lead to
changes in other components.


Logical Levels 7S Matrix





©2008 GWiz Learning Partnership
1


info@gwiztraining.com

---

The 7S model is very useful tool for analysing and diagnosing organisational issues, and then
for the planning of interventions and change. Table 1 (below) gives an example of questions to
ask to establish the components of the organisation. The model is also explored by Pascale &
Athos (1986).

TABLE 1: 7S Questions
Structure
How is the business organised/divided up?
Strategy
What plans does the business have in response to the external environment?
Systems
What formal and informal procedures does the business have in place?
Shared Values
What is most important to us?
Skills
What does the business do best?
Style
How does management come across and what is true of the culture?
Staff
Who are the people and how are they treated?


Organisational Logical Levels 7S Matrix

It needs to be remembered however that
as well as an organisation having
elements, it also has levels. Combining the
7S model with Dilts’ Logical Levels model
(1990 & 1996) gives us perhaps an even
clearer picture of what an organisation is
about. This would involve looking at the
logical levels of each of the seven Ss
(creating a matrix as shown in Table 2
below). The Logical Levels model
comprises of the levels of Spirit which is
supported by Identity supported by
Beliefs and Values supported by
Capability supported by Behaviour
supported by Environment.

Perhaps it would be useful to first identify the fundamental difference between the two
models. Logical levels is a hierarchy, ie. different levels of the same thing. The 7S model is an
interlinking set of relationships (as pictured by Waterman et al as seven overlapping circles).
Dilts (1996) notes that leadership has its own set of logical levels and it is therefore feasible that
each of the 7S’s also has a set of logical levels.

Table 2 (below) represents an idea where the examples given in the matrix are generic and for
illustrative purposes only. Where the model becomes useful is in a specific situation where the
matrix becomes a framework that can be explored on a case by case basis.


Logical Levels 7S Matrix





©2008 GWiz Learning Partnership
2


info@gwiztraining.com

---

TABLE 2: Organisational Logical Levels 7S Matrix (LL7S)
Structure
Strategy
Systems
Shared

Skills Style Staff
Values
Identity
What the
Overall
Bureaucratic
Published
Identifiable
How the
Organisation
organisation
mission.
vs streamline.
statements
role within the
organisation
defined as a
looks like.
about who we
marketplace,
comes across. collection of

are: eg. an
eg. baker.
eg. reliable,
people.
employer of
competitive,
choice.
high quality.
Values/
Reasons for
Motivation for
Rules and
Set of values
What skills are What is
Morale,
Beliefs
current
strategy.
regulations.
& aspirations
most
important to
attitude,
structure.
Beliefs about
Disciplinary,
that go beyond important/
management? Motivation.
the strategy.
capability
objectives.
valued?
Reflects
Policies.
procedures.
culture.
Will to make it
work.
Capability
Division of tasks Plans of
Procedures.
How values
Attributes,
How power,
Pool of
and co-
actions to

are captured,
capabilities,
authority, time resources to
ordination.
respond to
remembered
skills, power
is used.
be nurtured,
environment.
and
developed,
reinforced.
guarded and
allocated.
Behaviour
Centralisation,
Action plans
How the
Actions
What the
Management
How people
decentralisation, carried out.
procedures
demonstrating organisation
behaviour:
behave.
Dividing,
are carried
values.
does best.
what they do.
combining,
out.
adding and
subtracting.

Environment What is located
When is
Where and
Atmosphere
Where and
Where and
Who else is
where?
strategy
when the
eg. friendly,
when the skills when
around,

applied?
procedures
respectful,
are
management
population
Under what
are carried
encouraging.
used/learnt.
do what they
density, noise.
conditions?
out.
do.


Conclusion

The LL7S Matrix, although perhaps ‘overkill’ in some instances is a useful way of establishing
a full picture before embarking on an organisational change intervention. It would be useful to
establish the current situation throughout the matrix and then the desired state throughout the
matrix. This will also give more specificity as to where the change is taking place… what is
changing and what is staying the same?

The matrix is also a useful platform for establishing the ecology of a decision, change or action.
If we make this change, what impact will it have on each of the 7Ss at each level? Also, what
impact will the 7Ss at each level have on the change?





Logical Levels 7S Matrix





©2008 GWiz Learning Partnership
3


info@gwiztraining.com

---

About the Author

Joe Cheal has been working with NLP since 1993. As well as being a licensed trainer of
NLP, he holds an MSc in Organisational Development and NLT, a degree in Philosophy and
Psychology, diplomas in Coaching and in Ericksonian Hypnotherapy, Psychotherapy and
NLP.



References

• Dilts, R. (1990) “Changing Belief Systems with NLP”, Meta Publications.
• Dilts, R. (1996) “Visionary Leadership Skills”, Meta Publications.
• Pacale, R.T. & Athos, A.G. (1986) “The Art of Japanese Management” Penguin
• Peters, T. and Waterman. R. (1990) “In Search of Excellence” Harper & Row Pub.: London.
• Waterman, R., Peters, T. and Phillips, J.R. (1980)“Structure Is Not Organisation” Business
Horizons, 23, 3 June. 14-26.


Logical Levels 7S Matrix





©2008 GWiz Learning Partnership
4


info@gwiztraining.com

---