How do you reply to a classmate about Diagnosing an organization effectively requires selecting a model that aligns with its culture, maturity, and complexity. For the Orlando Veterans Chamber of Commerce, a nonprofit committed to advocacy, innovation, and veteran entrepreneurship, the challenge lies in selecting a framework that supports systemic growth while staying agile and mission-focused. After evaluating five models, Nadler and Tushman's Congruence, Bolman and Deal's Four-Frame, Sterman's Systems Dynamics, Greiner's Organizational Growth, and Stacey's Complexity Model, each offers strategic value, yet no single model fully addresses our integrated, dynamic needs. Nadler and Tushman's Congruence Model emphasizes alignment between input, transformation, and output processes, diagnosing dysfunction through internal misfits (Ando, 2023). It excels in identifying capability gaps, which is relevant to our evolving veteran resource programs. Bolman and Deal's Four-Frame Model dissects organizational behavior through structural, human resource, political, and symbolic lenses. It reveals how meaning-making and coalition-building influence stakeholder support, crucial for nonprofit funding (Deszca et al., 2024). Sterman's Systems Dynamics approach highlights feedback loops and delays, illuminating the ripple effects of policy decisions. While academically rich, its technical complexity may be a barrier to immediate application in smaller nonprofits (Ghinea et al., 2015). Greine