Organisational diagnostic interviews are a core method used in organisational design, development, and change to understand how an organisation actually functions beyond formal structures and documented policies. The purpose of these interviews is to gather in-depth qualitative information about organisational processes, culture, leadership, communication patterns, decision-making, and employee perceptions. The process begins with careful planning, where the consultant or change agent clearly defines the objectives of the diagnosis. These objectives are derived from the organisational problem or change need, such as declining performance, employee dissatisfaction, restructuring, or cultural transformation. At this stage, it is important to identify the key dimensions to be explored, including strategy, structure, systems, people, leadership, and external environment. After defining objectives, the next step is selecting interview participants. A representative sample is essential to ensure balanced and reliable insights. Interviewees are usually chosen from different hierarchical levels, departments, and roles to capture diverse perspectives. This may include top management, middle managers, frontline employees, and sometimes external stakeholders such as customers or partners. Ensuring anonymity and confidentiality is critical at this stage, as it encourages honest and open responses. Participants should be informed about the purpose of the interviews, how the data will be used, and how their identities will be protected. The design of the interview guide follows participant selection. Diagnostic interviews are generally semi-structured, combining predefined open-ended questions with flexibility to probe deeper based on responses. Questions are aligned with diagnostic frameworks such as the open systems model, McKinsey 7-S framework, or socio-technical systems approach. The interview guide typically includes questions about roles and responsibilities, workflow, coordination, communication, leadership behaviour, reward systems, conflict areas, and perceived strengths and weaknesses of the organisation. The language of questions should be neutral and non-judgmental to avoid bias and defensiveness. Conducting the interviews requires strong interpersonal and listening skills. Interviews may be conducted face-to-face or virtually, depending on context, and usually last between 45 minutes to an hour. The interviewer’s role is to