03 — MIZA Framework
Organisational Coherence
Performance improves when organisational signals reinforce rather than contradict one another.
Framework at a glance
See where organisational signals converge, strain or contradict.
- 01
Problem
Name the pattern - 02
MIZA perspective
Reframe the question - 03
Diagnostic
Gather the evidence - 04
Dimensions
Read the variables - 05
Method
Structure the enquiry - 06
Sense-making
Interpret the pattern - 07
Intervention
Match the response - 08
Measures
Track meaningful change - 09
Output
Make insight usable - 10
Organisational value
Connect to value
Explore the framework
Locate where organisational signals reinforce or conflict.
01Problem
Organisations can say one thing, reward another and experience something entirely different.
- A strategy built on collaboration, delivered through structures that reward silos
- An innovation ambition held inside risk systems that penalise experimentation
- An inclusion commitment alongside promotion signals that point elsewhere
02MIZA perspective
Global coherence without local conformity.
MIZA examines which signals reinforce each other, which create tension and which contradict the intended direction. Many difficulties contain a coherence dimension; not every one is only a coherence problem.
03Diagnostic
- Strategy
- Structure
- Leadership
- Culture
- Systems
- Ways of working
- People experience
- Performance
04Dimensions
The eight organisational dimensions above are examined in pairs, so the analysis sits in the relationship between them rather than in any single dimension on its own.
05Method
Compare organisational dimensions in pairs using policy and system review, leadership interviews, employee interviews, decision evidence, promotion and resourcing patterns, and organisational data where available.
06Sense-making
The unit of analysis is the contradiction.
Each contradiction is assessed for
- Strength
- Consistency
- Consequence
- Organisational reach
07Intervention
Resolve the highest-consequence contradictions first.
For multinational organisations, distinguish genuine organisational misalignment from legitimate local variation.
08Measures
Track whether identified contradictions have changed in real practice. Policy rewriting alone is not treated as evidence of coherence.
09Output
Organisational Coherence Map — showing reinforcement, tension and contradiction, and for global organisations both enterprise coherence and local expression.
10Organisational value
Signature output
Organisational Coherence Map
A map of reinforcement, tension and contradiction across the organisation — and, for global organisations, of enterprise coherence alongside local expression.
Organisational value
Why this matters commercially
Leaders can identify which organisational signals are working against the outcome they want, so investment is directed towards the highest-consequence contradictions rather than another broad initiative.
Some issues labelled as culture or execution problems carry a coherence dimension that is easier to act on once it is visible.
Explore how MIZA could apply this to your organisation