Practicing Organization Development E-Book
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- Herausgeber: John Wiley & Sons
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- Sprache: Englisch
Explore contemporary organization development theory to advance your research agenda or implement transformational change at your organization.
In the newly revised fifth edition of Practicing Organization Development: A Guide for Leading Change, a team of renowned experts in the field of organization development (OD) delivers an invaluable new look at how OD theories, models, frameworks, and whole systems interventions can effect positive transformation and change. The book covers classical and newer theories, process, and practices for transformational change, closely examines system dynamics, and identifies contemporary themes in OD, transformation, and change.
Readers will find:
- Strategies for implementing OD approaches into leading, managing, consulting, and coaching
- Ways to elevate and extend their research agendas into new theories and models for impacting positive change
- Techniques for expanding OD from human resources and talent management silos into the areas of management and leadership
Perfect for managers, executives, directors, and other business leaders interested in implementing transformational change, Practicing Organization Development is also an essential read for organization development theorists and researchers and other business academics seeking modern insights into an exciting and dynamic field of study.
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Veröffentlichungsjahr: 2026
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Table of Contents
Cover
Table of Contents
Title Page
Copyright
Dedication
List of Figures, Tables, and Exhibits
Introduction: Getting the Most from This Edited Volume
AUDIENCE FOR THE BOOK
PURPOSE AND OBJECTIVES OF THE BOOK
WHAT’S NEW IN THE FIFTH EDITION
THEORETICAL AND PRACTICAL FOUNDATION OF THE BOOK
THE STRUCTURE OF THE BOOK
REFERENCES
PART ONE: FOUNDATIONS: THEORY AND PRACTICE OF ORGANIZATION DEVELOPMENT, TRANSFORMATION, AND CHANGE MANAGEMENT
CHAPTER ONE: Organization Development and Change
REFLECTING ON THE FIELD
WHY CARE ABOUT OD
THE IMPORTANCE OF LEADERSHIP IN OD
SPECIAL TERMS USED IN OD
WHAT IS SYSTEMS THINKING, AND WHY IS IT IMPORTANT?
WHAT ARE THE IMPORTANT PHILOSOPHICAL FOUNDATIONS OF OD?
SUMMARY
Resources
References
CHAPTER TWO: The Origins of Organization Development
KURT LEWIN—THE GRANDFATHER OF ORGANIZATION DEVELOPMENT (1939)
WILFRED BION—THE TAVISTOCK METHOD
DOUGLAS MCGREGOR—THEORY X AND THEORY Y
WHAT IS DIFFERENT ABOUT ORGANIZATIONAL DEVELOPMENT?
WHO NAMED ORGANIZATION DEVELOPMENT?
THE ORIGINS OF ORGANIZATION DEVELOPMENT TIMELINE
SUMMARY
Resources
References
CHAPTER THREE: Change Process and Models
AN OVERVIEW OF KEY MODELS FOR ORGANIZATIONAL CHANGE
THE EVOLVING VIEW OF THE ACTION RESEARCH MODEL
NEW ACTION RESEARCH CHANGE MODEL: PERPETUAL AND INSTANTANEOUS POSITIVE CHANGE
Organization Development Effectiveness Model
EMERGING CHANGE PROCESSES
SUMMARY
Resources
References
IN MEMORIAM
CHAPTER FOUR: Being an Effective Leader Starts with Knowing Thyself
HOW MIGHT YOU CHOOSE TO MOST EFFECTIVELY LEAD?
SELF-AS-INSTRUMENT FOR LEADING CHANGE
KNOW THYSELF
THE CHANGE LEADERSHIP SELF-ASSESSMENT (CLSA) PROCESS
WRITING UP YOUR CHANGE LEADERSHIP SELF-ASSESSMENT
SUMMARY
Resources
References
CHAPTER FIVE: Appreciative Inquiry
DEFINING APPRECIATIVE INQUIRY
BRIEF HISTORY OF APPRECIATIVE INQUIRY
APPRECIATIVE INQUIRY PRINCIPLES
THE APPRECIATIVE INQUIRY (AI) 5-D CYCLE
AI AND THE DESIGN OF NET POSITIVE ORGANIZATIONS
SUMMARY
Resources
References
CHAPTER SIX: Human-Centric Competencies
BUILDING AND DEFINING COMPETENCIES
THE AI IMPERATIVE: A NEW COMPETITIVE ADVANTAGE
THE HUMAN-CENTRIC PROFESSIONS
TOWARD A UNIFIED HUMAN-CENTRIC COMPETENCY FRAMEWORK
FOUR OVERARCHING DOMAINS FOR THE 14 COMPETENCIES
UNIQUE COMPETENCIES IN THE FIELD OF ODC
APPLYING THE COMPETENCY FRAMEWORK: PRACTICAL IMPLICATIONS
CONCLUSION: A CALL FOR COLLABORATION AND FUTURE DEVELOPMENT
References
PART TWO: OD PROCESS TO GUIDE TRANSFORMATION AND CHANGE
CHAPTER SEVEN: The Marketing of Organization Development and Change (ODC)
OD&C BRAND ADVOCATES
THE 7Ps OF MARKETING FOR OD&C
DEVELOPING THOUGHT LEADERSHIP IN OD&C
MARKETING CHANGE INITIATIVES: LEWIN’S MODEL
CONCLUSION
Resources
References
CHAPTER EIGHT: Front-End Work
THE ESSENCE OF THE FRONT END
IDENTIFYING THE CLIENT(S) AND SPONSOR(S)
BECOMING ORIENTED TO THE CLIENT’S WORLD
ESTABLISHING THE CONSULTANT’S COMPETENCE AND CREDIBILITY
DEVELOPING AN OPEN, TRUSTING, AND ALIGNED RELATIONSHIP
COMPLETING A PRELIMINARY ASSESSMENT SCAN
CONTRACTING THE WORK, WORKING RELATIONSHIP, AND EXCHANGE
INTRODUCING THE ENGAGEMENT TO THE ORGANIZATION
SUMMARY
Resources
References
CHAPTER NINE: Launch
THE PURPOSE OF THE LAUNCH PHASE
DEVELOPING A LAUNCH PHILOSOPHY
CONSIDERATIONS IN APPLYING THE LAUNCH PHASE OF ORGANIZATION DEVELOPMENT TO CHANGING TIMES
ASSESSMENT
ACTION PLANNING
IMPLEMENTATION
SUMMARY
Resources
References
CHAPTER TEN: Post Launch
THEORETICAL FOUNDATIONS
NAVIGATING ORGANIZATIONAL CHANGE: EVALUATING INCREMENTAL AND TRANSFORMATIONAL SHIFTS
CHOOSING AN EVALUATION STRATEGY
THE EVOLVING EVALUATION LANDSCAPE
PRACTICAL APPLICATIONS
CONCLUSION
References
CHAPTER ELEVEN: Measurement to Determine the Return on Change Management
MULTI-LAYERED, HOLISTIC MEASUREMENT WITH A CLEAR DEFINITION OF SUCCESS
HISTORY OF MEASUREMENT
DEFINING CHANGE SUCCESS
ROLES IN DEFINING SUCCESS
CHANGE PERFORMANCE FRAMEWORK
EXAMPLE METRICS FOR HYBRID WORK MODEL
TIMEFRAMES OF MEASUREMENT
CHANGE MEASUREMENT APPLYING THE CHANGE PERFORMANCE FRAMEWORK
SUMMARY
Resources
References
CHAPTER TWELVE: Closure
TYPICAL REASONS FOR OD ENDINGS
THE CLOSURE PHASE
THE POWER OF ATTENDING TO CLOSURE IN OD PROCESS
KEY QUESTIONS FOR MEANINGFUL CLOSURE
HEALTHY CLOSURE SUPPORTS HEALTHY CULTURE
DETERMINING NEXT STEPS
SUMMARY
Resources
References
CHAPTER THIRTEEN: Culture Matters in Organization Development
WHAT IS CULTURE AND HOW DOES IT WORK?
DIAGNOSTIC AND DIALOGIC ORGANIZATION DEVELOPMENT
THE US CULTURE OF DOING AND MEASURING
MINDING SUBCULTURES
SUMMARY
Resources
References
PART THREE: LEVELS AND TYPES OF TRANSFORMATIONAL CHANGE INTERVENTIONS
CHAPTER FOURTEEN: Coaching in OD
COACHING AND ITS USE IN ORGANIZATIONS
USE OF COACHING ORGANIZATIONS
COACHING DELIVERY TYPES
AC/ARM COMBINED COACHING
APPRECIATIVE COACHING (AC) AS A PLATFORM FOR COACHING IN OD
ACTION RESEARCH MODEL (ARM) AS A DELIVERY VEHICLE
Resources
References
CHAPTER FIFTEEN: SOAR to Success: Building Strategic Capacity to Create High-Performing Teams
BRIEF HISTORICAL PERSPECTIVES ON STRATEGY
A SYNERGISTIC APPROACH: LINKING STRATEGY AND ORGANIZATION DEVELOPMENT
LEARNING TO SOAR
HOW TO USE SOAR: A PRACTICAL GUIDE
SOAR IN ACTION CASE STUDY: A TEAM TRANSFORMATION
SUMMARY
Resources
References
CHAPTER SIXTEEN: Large Systems Transformation and Change
LARGE SYSTEMS DESIGN: TRANSFORMATION AND CHANGE
LEADER’S CAPABILITIES NEEDED FOR INTERVENTIONS IN LARGE SYSTEMS
SELECTED INTERVENTION METHODS IN LARGE SYSTEMS
SUMMARY
Resources
References
CHAPTER SEVENTEEN: Dialogic Organization Development: Emerging Directions
A BRIEF OVERVIEW OF THE BASIC IDEAS
EMERGING DIRECTIONS IN LARGE SYSTEM DIALOGIC OD
EMERGING DIRECTIONS IN SMALL SYSTEM DIALOGIC OD
SUMMARY: WHERE TO NEXT
Resources
References
CHAPTER EIGHTEEN: Intervention Selection and Design
THE EVOLUTION OF INTERVENTIONS
THE PRINCIPLES OF GOOD INTERVENTION DESIGN
THE SPECTRUM OF COLLABORATIVE CHANGE
THREE DIMENSIONS OF AN EVENT DESIGN
DESIGNING CHANGE INITIATIVES: THE FIVE-STEP ACTION-RESEARCH PROCESS
SUMMARY
Resources
References
PART FOUR: SPECIAL TOPICS IN OD AND CHANGE
CHAPTER NINETEEN: Bibliometric Analysis for Organization Development and Change Management (2010–2023)
A SHIFT IN OD DISCOURSE LEADING UP TO 2010
BIBLIOMETRIC ANALYSIS OF OD (2010–2023)
SUMMARY
Resources
References
CHAPTER TWENTY: Sustainability and Transformation
SUSTAINABILITY TRENDS ARE WORSENING
ORGANIZATION DEVELOPMENT RELEVANCE TO SUSTAINABILITY AND TRANSFORMATION
THREE SUSTAINABILITY IMPACTS
IMPLICATIONS FOR OD PROFESSIONALS
SUMMARY
Resources
References
CHAPTER TWENTY-ONE: Managing Mergers and Acquisitions: Best Practices and New Challenges for OD
THE M&A PROCESS
PUTTING OD TO WORK IN M&A
NEW CHALLENGES
SUMMARY
Resources
References
CHAPTER TWENTY-TWO: Organization Design that Transforms
THE RELATIONSHIP BETWEEN ORGANIZATION DESIGN AND OD
KEY CONCEPTS IN ORGANIZATION DESIGN
WHAT MAKES A GOOD ORGANIZATION DESIGNER?
INITIATING DESIGN: PROBLEM STATEMENT AND DESIGN CRITERIA
SUMMARY
Resources
References
CHAPTER TWENTY-THREE: Leveraging Positive Organizational Scholarship to Enhance OD and Change
POSITIVE ORGANIZATIONAL SCHOLARSHIP (POS)
POS AS AN OD LENS IN PRACTICE
POS APPLICATIONS IN OD
SUMMARY
Resources
References
CHAPTER TWENTY-FOUR: The T-Group: Powerful Portal to Self-Knowledge
WHAT A T-GROUP IS AND HOW IT WORKS
THE ROLE OF PURPOSE IN T-GROUPS
LEADERSHIP IN A T-GROUP
MEMBERSHIP IN A T-GROUP
NORMS IN A T-GROUP
STRUCTURE/ROLES IN T-GROUPS
EXPLORING OUR DIFFERENCES AT THE CENTER OF T-GROUPS
DIVERSITY AND SOCIAL JUSTICE AT THE BIRTH AND HEART OF T-GROUPS
WHAT’S AHEAD FOR T-GROUPS
SUMMARY
Resources
References
CHAPTER TWENTY-FIVE: The Power of Agency: A Transformational Organization Change Intervention
AGENCY BUILT ON INCLUSION AND DIFFERENCES: CREATING A COMMUNITY OF EFFORT FOR ALL
AGENCY AT EVERY LEVEL
CREATING A CULTURE OF AGENCY: TEN STEPS TO UNLEASH AGENCY IN ORGANIZATIONS
CONCLUSION
Resources
References
CHAPTER TWENTY-SIX: Technology-Leveraged OD for Collective Decision-Making
PRINCIPLES FOR TECHNOLOGY-LEVERAGED GROUP DECISION-MAKING
CRUCIAL STEPS FOR TECHNOLOGY-LEVERAGED OD
TECHNOLOGY AVAILABLE FOR COLLECTIVE DECISION-MAKING
RECOMMENDATIONS AND FUTURE DIRECTIONS
SUMMARY
Resources
References
CHAPTER TWENTY-SEVEN: Comparing Organization Development to Related Fields of Practice
COMPARING ORGANIZATION DEVELOPMENT (OD) TO HUMAN RESOURCE MANAGEMENT
COMPARING ORGANIZATION DEVELOPMENT (OD) TO ORGANIZATIONAL DESIGN
COMPARING OD TO CHANGE MANAGEMENT (CM)
COMPARING OD TO INDUSTRIAL/ORGANIZATIONAL PSYCHOLOGY
COMPARING OD TO PERFORMANCE CONSULTING
CONCLUSION
Resources
References
CHAPTER TWENTY-EIGHT: Organization Development & Change in the Age of Artificial Intelligence
TOWARD MORE THOUGHTFUL WORK
THE ODC SOLUTION
INTELLIGENT ODC: AI ACROSS THE CHANGE CYCLE
TOP TEN USE CASE EXAMPLES
CONCLUSION: A CALL TO COURAGE AND CREATIVITY
Resources
References
CHAPTER TWENTY-NINE: Regenerative System Change
BACKGROUND
A PARADIGM SHIFT INTO LIVING SYSTEMS
AN INTRODUCTION TO REGENERATIVE SYSTEM CHANGE
CASE STUDY: IMPROVING THE CIRCULARITY OF COMPOSTABLES AND COMPOST
REGENERATIVE SYSTEM CHANGE FRAMEWORK
SUMMARY
Resources
References
CHAPTER THIRTY: Beyond Hierarchy: Heterarchy in the 21st Century
DEFINITION AND OPPORTUNITY
MANAGING HETERARCHY EFFECTIVELY
SUMMARY
Resources
References
CHAPTER THIRTY-ONE: Strategies for OD to Win at Organizational Politics
SECRET #1: SURROUND YOURSELF WITH POWERFUL PEOPLE
SECRET #2: CREATE POWERFUL COALITIONS
SECRET #3: HELP PEOPLE GET WHAT THEY WANT
SECRET #4: DISCOVER WHY PEOPLE OPPOSE CHANGE—AND TAKE ACTION TO ADDRESS THOSE ISSUES
SECRET #5: MAKE YOURSELF LIKEABLE
SECRET #6: HIRE PEOPLE WHO HAVE POLITICAL CONTACTS
SECRET #7: HIRE PEOPLE WHO HAVE IMPRESSIVE CREDENTIALS
SECRET #8: ENCOURAGE INFORMAL INTERACTIONS AND NETWORKING
SECRET #9: CHECK ACTION PLANS FOR POLITICAL IMPLICATIONS BEFORE IMPLEMENTATION
SECRET #10: AVOID VIOLATING THE VALUES OF OD TO GAIN POLITICAL ADVANTAGE
Resources
References
PART FIVE: THE FUTURE OF OD: EMBRACING NEW DIRECTIONS FOR CHANGE
CHAPTER THIRTY-TWO: Social Dynamics in Virtual Settings
TRUST
LEADERSHIP
CULTURAL DIVERSITY
SUMMARY
Resources
References
CHAPTER THIRTY-THREE: Perspectives on Practicing OD: Survey of the Authors
THE POTENTIAL BENEFITS OF OD IN TODAY’S TIMES
CHANGES IN THE PRACTICE OF OD
PERSONAL CHANGES OF AUTHORS MADE IN PRACTICING OD
OD CONCEPTS THAT ARE MOST BEING USED IN PRACTICING OD
LESSONS LEARNED ABOUT MANAGING CHANGE
THE BIGGEST CHALLENGES IN PRACTICING OD TODAY
SUMMARY
CHAPTER THIRTY-FOUR: Afterword: The Future of Organization Development
THE PROMISE OF ARTIFICIAL INTELLIGENCE AND TECHNOLOGY IN OD
THE RISKS POSED BY ARTIFICIAL INTELLIGENCE TO OD
THE SOCIOTECHNICAL IMPERATIVE
THE ROLE OF OD PRACTITIONERS IN SHAPING THE FUTURE
UNDERSTANDING BLACK SWAN AND GREY RHINO EVENTS
THE ROLE OF ORGANIZATION DEVELOPMENT IN NAVIGATING THESE EVENTS
CONCLUSION
References
Acknowledgments
About the Editors
About the Contributors
Index
End User License Agreement
List of Tables
Chapter 1
Table 1.1 Key Themes in OD Definitions
Chapter 4
Table 4.1. Values Listing
Table 4.2. Leadership Competencies to Effectively Lead Change
Chapter 5
Table 5.1. Appreciative Inquiry Principles
Table 5.2. AI Net Positive Interventions
Chapter 6
Table 6.1. The Eight Human-Centric Professions
Table 6.2. 14 Unified Competencies Shared Among Human-Centric Prof...
Table 6.3. 8 ODC Unique Differentiating Core Competencies
Chapter 9
Table 9.1. Organization Assessment Methods
Table 9.2. Why People Resist Change and Managing Resistance to Cha...
Chapter 14
Table 14.1. Use of Coaching in Organizations and Related Domains...
Table 14.2. Comparisons Among the Two Types of Coaching Delivery ...
Table 14.3. Elements of AC/ARM Combination Coaching (Appreciate C...
Table 14.4 Level of Understanding and Ability to Deliver Self-Rating
Chapter 17
Table 17.1. Methods That Can Be Used with a Dialogic Mindset
Chapter 18
Table 18.1. Checklist of Principles for Good Intervention Design...
Table 18.2. Comparison of Diagnostic and Dialogic Approaches
Chapter 26
Table 26.1. Steps for Technology-Leveraged OD
Chapter 29
Table 29.1. Living System Principles
List of Illustrations
Chapter 1
Figure 1.1. A Model of a System
Chapter 2
Figure 2.1. Origins of OD Timeline
Chapter 3
Figure 3.1. The Traditional Action Research Model
Figure 3.2. AI 4-D Model
Figure 3.3. Action Research Model
Figure 3.4. Sullivan Rothwell Change Process Model
Figure 3.5. Organization Development Effectiveness Model™
Chapter 5
Figure 5.1. AI 5-D Cycle
Chapter 6
Figure 6.1. Example of Competency Statement within a Conceptual F...
Chapter 14
Figure 14.1. Stages of Appreciative Coaching. Author Original Cr...
Figure 14.2. Process of Appreciative Coaching Model. Author Orig...
Chapter 15
Figure 15.1. SOAR and the 5-I Cycle
Chapter 16
Figure 16.1. Model of a Large System
Chapter 18
Figure 18.1. The Spectrum of Change
Figure 18.2. Event Design Dimension
Figure 18.3. The Five-Step Intervention Design Process
Chapter 19
Figure 19.1. Bibliometric Steps
Figure 19.2. Bibliometric OD Data Set
Figure 19.3. Document Type
Figure 19.4. Countries that Contributed to the Publication of OD...
Figure 19.5. Top Contributing Authors
Figure 19.6. Network Visualization of OD Keywords
Chapter 22
Figure 22.1. Star Model
Figure 22.2. Organization Design Process
Figure 22.3. Problem Statement
Chapter 23
Figure 23.1. The Positive Deviance Continuum
Chapter 24
Figure 24.1. Group Dynamics
Chapter 25
Figure 25.1. Steps in the Change Process
Chapter 26
Figure 26.1. Hope-Action Theory
Chapter 29
Figure 29.1. From the Machine to the Living Systems Paradigm
Figure 29.2. Regenerative System Change Framework
Guide
Cover
Table of Contents
Title Page
Copyright
Dedication
List of Figures, Tables, and Exhibits
Introduction: Getting the Most from This Edited Volume
Begin Reading
Acknowledgments
About the Editors
About the Contributors
Index
End User License Agreement
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Fifth Edition
Practicing Organization Development
A Guide for Leading Change
Edited by
William J. Rothwell
Jacqueline M. Stavros
Steven H. Cady
Copyright © 2026 by John Wiley & Sons. All rights reserved, including rights for text and data mining and training of artificial intelligence technologies or similar technologies.
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ISBN 9781394252275 (ePDF)
ISBN 9781394252282 (ePub)
Cover Design: WileyCover Image: © Liu zishan/Shutterstock
William J. Rothwell dedicates this book to his wife, Marcelina, his daughter Candice Rothwell, his son Froilan Perucho, his granddaughters Freya Szczesny and Lina Szczesny, and his grandsons Gabriel Perucho and Aiden Perucho.
Jacqueline M. Stavros dedicates this book to her husband, Paul, her daughter, Ally, and son, Adam, students, colleagues, alumni, and her Lawrence Tech family and those in the OD and Appreciative Inquiry community who provide unconditional support, wisdom, and guidance.
Steven H. Cady dedicates this book to the giants who have come before us. He is thankful for their generosity, support, and courage. He also dedicates this to his students in the doctoral and master’s programs at BGSU, for he has learned so much with them and is inspired by them every day. Most importantly, he is eternally grateful for his wife Jacque, sons Deakon, Roman, and Logon, and his little Roxy, who always sat by his side while working on the book, now in doggy heaven.
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LIST OF FIGURES, TABLES, AND EXHIBITS
Figures
Figure 1.1.
A Model of a System
Figure 2.1.
Origins of OD Timeline
Figure 3.1.
The Traditional Action Research Model
Figure 3.2.
AI 4-D Model
Figure 3.3.
Action Research Model
Figure 3.4.
Sullivan Rothwell Change Process Model
Figure 3.5.
Organization Development Effectiveness Model™
Figure 5.1.
AI 5-D Cycle
Figure 6.1.
Example of Competency Statement within a Conceptual Framework
Figure 14.1.
Stages of Appreciative Coaching. Author Original Creation
Figure 14.2.
Process of Appreciative Coaching Model. Author Original Creation
Figure 15.1.
SOAR and the 5-I Cycle
Figure 16.1.
Model of a Large System
Figure 18.1.
The Spectrum of Change
Figure 18.2.
Event Design Dimension
Figure 18.3.
The Five-Step Intervention Design Process
Figure 19.1.
Bibliometric Steps
Figure 19.2.
Bibliometric OD Data Set
Figure 19.3.
Document Type
Figure 19.4.
Countries that Contributed to the Publication of OD
Figure 19.5.
Top Contributing Authors
Figure 19.6.
Network Visualization of OD Keywords
Figure 22.1.
Star Model
Figure 22.2.
Organization Design Process
Figure 22.3.
Problem Statement
Figure 23.1.
The Positive Deviance Continuum
Figure 24.1.
Group Dynamics
Figure 25.1.
Steps in the Change Process
Figure 26.1.
Hope-Action Theory
Figure 29.1.
From the Machine to the Living Systems Paradigm
Figure 29.2.
Regenerative System Change Framework
Tables
Table 1.1.
Key Themes in OD Definitions
Table 4.1.
Values Listing
Table 4.2.
Leadership Competencies to Effectively Lead Change
Table 5.1.
Appreciative Inquiry Principles
Table 5.2.
AI Net Positive Interventions
Table 6.1.
The Eight Human-Centric Professions
Table 6.2.
14 Unified Competencies Shared Among Human-Centric Professions
Table 6.3.
8 ODC Unique Differentiating Core Competencies
Table 9.1.
Organization Assessment Methods
Table 9.2.
Why People Resist Change and Managing Resistance to Change
Table 14.1.
Use of Coaching in Organizations and Related Domains
Table 14.2.
Comparisons Among the Two Types of Coaching Delivery Approaches
Table 14.3.
Elements of AC/ARM Combination Coaching (Appreciate Coaching and Action Research Model) Process
Table 17.1.
Methods That Can Be Used with a Dialogic Mindset
Table 18.1.
Checklist of Principles for Good Intervention Design
Table 18.2.
Comparison of Diagnostic and Dialogic Approaches
Table 26.1.
Steps for Technology-Leveraged OD
Table 29.1.
Living System Principles
Exhibits
Exhibit 9.1.
Example of Change Principles to Guide Changes
Exhibit 9.2.
Roles in Successfully Managing Change
Exhibit 15.1.
Finance Team Values, Vision, Mission, and Purpose
Exhibit 15.2.
SOAR Agenda and Questions
Exhibit 15.3.
SOAR Strengths, Opportunities, Aspirations, and Results
Exhibit 21.1.
M&A Best Practices and OD Roles
Introduction: Getting the Most from This Edited Volume
William J. Rothwell, Jacqueline M. Stavros, and Steven H. Cady
The fourth edition of Practicing Organization Development, subtitled Leading Transformation and Change, was about facilitating transformational and incremental changes. The edition recognized that organization development (OD) is both a field and a profession and that there are diverse frameworks, models, and approaches to handling organizational issues. The book was about the power and possibilities of OD, which place human conversation and behaviors at the heart of change, leading to enhanced performance.
There are many popular definitions of OD. However, it is best understood as facilitating system-wide growth and human systems’ evolution. Change is messy and complicated because our organizations are living systems. For this reason, it is best managed by applying complexity theory and tapping complex adaptive systems (Church et al. 2018). OD must adopt an open systems perspective (Gopinath and Kendall 2021).
The fifth edition of Practicing Organization Development is subtitled A Guide for Leading Change. The word transformation has been dropped. It has grown to be a controversial word. Some people think it implies ordinary change. For other people, the word transformation suggests an abrupt change that is neither well-planned nor well-accepted by those affected by the change. Neither way of understanding that word is helpful. For that reason, it has been removed from the subtitles of this new edition.
AUDIENCE FOR THE BOOK
Practicing Organization Development: A Guide for Leading Change (fifth edition) is written for established internal or external OD practitioners and those new to the field. It is also written for scholars and line managers who wish to grow more familiar with OD. Those new to the field will find the book foundational, a place to begin building their knowledge and skills about OD. Experienced practitioners, scholars, and operating managers will find this book a compendium of useful information about how to formulate, implement, and evaluate change using a humanistic approach that places people first rather than placing primary emphasis on change project goals or budgets while ignoring or de-emphasizing human involvement in change (Anderson 2021).
The primary audience is OD professionals, and this book provides helpful information to lead change efforts. Undergraduate students can use it in multiple courses, and more advanced students will find it valuable as a repository of the latest thinking on OD.
Our secondary audience consists of human resource (HR) generalists and talent development practitioners, previously called training and development (T&D) or human resource development (HRD) practitioners. Some talent development practitioners train employees. They equip workers with the knowledge, skills, and attitudes needed to qualify for their jobs, maintain their skills as times change, and prepare for future advancement opportunities. However, many talent development practitioners go beyond individually focused change efforts like training to ensure that identified individuals are supported in their work settings by a corporate culture that supports the application of new knowledge, skills, and attitudes. Individual performance improvement can only occur when the surrounding work environment supports it (Rothwell et al. 2024). The theory and practice of changing organization and work-group cultures are OD topics. To do their jobs and achieve results, talent development practitioners often demonstrate competencies associated with OD.
Our third audience consists of others looking for ways to transform whole organizations and communities to thrive in the 21st century. Today’s leaders must know how to introduce and consolidate change successfully to bring visions into reality or leverage organizational strengths to their advantage. Executives or managers often lack training in OD methods, and that may be one reason why so few organizational change efforts are entirely successful and meet the expectations established for them. We hope senior managers (such as those in the C-Suite) are also reading this book.
PURPOSE AND OBJECTIVES OF THE BOOK
The purpose of Practicing Organization Development: A Guide for Leading Change (fifth edition) is to build the reader’s competencies to assess the need for change, manage change, and facilitate the implementation of change in organization settings while also remaining in alignment with the values of OD as a field and the values of organizations in which OD is practiced.
After completing this book, the reader should be able to:
Define OD and change and how these relate to each other.
Describe various change models.
Understand the importance of effective leadership in leading self and then others.
Describe and apply the competencies and values needed to conduct planned change.
Understand the phases of OD work and levels of change.
Work through each step of an OD project and collaborate successfully with key stakeholders to plan and implement facilitated change.
List and summarize various OD interventions used in the OD field.
Explain the importance of strengthening and shaping the organization’s culture and design.
Understand the impact of special issues on OD.
This guide supports the ongoing development of leaders, managers, practitioners, and consultants in leading change. It provides basic concepts and foundational models and then goes beyond that to review the state-of-the-art and best practices in OD. The book has been designed so that each chapter can stand alone and be used to build OD competencies in alignment with OD values. The contributors are leaders in the areas they wrote about.
WHAT’S NEW IN THE FIFTH EDITION
The convergence of OD with transformation, change management, organizational behavior, ethics, and human resource management is more prevalent today than ever, given the changes in our global business environment. Practicing Organization Development: A Guide for Leading Change (fifth edition) expands and updates the fourth edition to reflect current best practices in OD. The fifth edition, like its predecessors, is comprehensive and provides the essentials: foundations and principles, OD phases, present state, and future challenges, and implications of the OD field with the latest and most widely used models, frameworks, strategies, and methods to improve human and organizational well-being and performance. However, this edition reflects the growing importance and emphasis of a dialogic approach in OD (Marshak and Bushe 2020).
Readers will note unique similarities and differences between the fourth and fifth editions of this book. The editions are similar in that both share the foundations and phases of planned change in OD. That is perennial and does not change, though the chapters describing them have been updated. The fifth edition is different because it has been rewritten and updated by the previous contributors from the fourth edition. It also includes many new contributors who bring OD frameworks and approaches into leading, managing, consulting, and coaching while also increasing the sensitivity to transformation and positive change, as well as their aptitudes in facilitating generative dialogues and learning exchanges.
The fifth edition includes new chapters and many new contributors. They are drawn from various leading OD scholars and practitioners who share the theory and practice of OD as it relates to the whole system, strengths-based, and positive change methods, transformation, and the importance of practicing OD at the five levels of individual, organizational, inter-organizational, trans organizational, and global. Each chapter has discussion questions and additional online resources for you to review. This new edition of Practicing Organization Development will help any organization build its capabilities to operate efficiently and effectively and improve its whole system while operating in its current environment.
Based on the contributions in this fifth edition, we realize that OD has been transitioning from primarily focusing on “organizations” to being more inclusive of how the “human systems” transform the organization and its environment. OD is also uniquely positioned to help humans deal with the change wrought by technological change—such as artificial intelligence.
All chapter contributions in the fifth edition will feature 21st-century challenges for individuals, groups, organizations, and regions of the world for those who seek to understand what OD is and how to apply it to do developmental, transitional, and transformational change.
The fifth edition will illuminate how appreciative, strengths-based OD theories, models, frameworks, and whole systems interventions can facilitate more profound understanding and influence positive transformation and change. This edition generates relevant insights for OD scholars (theories) and practitioners (practice), including those who seek to:
Understand classic and new theories and practices for change.
Examine diversity and inclusive whole system dynamics in greater depth.
Identify contemporary themes in OD and change, such as examining current issues through a positive organizational scholarship (POS) lens, understanding sustainability, and leveraging technology, especially social media.
Bring OD approaches into leading, managing, consulting, and coaching while increasing sensitivity to transformation and positive change, as well as their aptitude in facilitating generative learning exchanges around such topics.
Elevate and extend their research agendas into new theories and models for impacting positive change.
Influence general audiences (organizational stakeholders) eager to learn from individuals, groups, and organizations that model how the human side of organizations can influence performance. Typically, OD has been for the human resource and talent management side of organizations. The new edition will expand to the management and leadership for those who want to impact the organization’s performance through its stakeholders, including organizational leaders, managers, and academics who wish to stay on the forefront of the OD, transformation, and change disciplines and professions.
Acknowledge significant challenges in organizational life while also creating vivid portrayals of what’s possible and pathways for engaging in generative dialogues that promote organizational well-being.
Each chapter in the fifth edition will:
Conclude with four to five key summary points/lessons
Conclude with four to six discussion questions
Be supplemented with two electronic contributions (such as Ted Talks or YouTube Videos) or online resources to support the chapter (such as a blog, a Facebook page, a website, an exercise, or a listserv)
Have a reference list with at least 30 percent of references dating from 2020 to present
THEORETICAL AND PRACTICAL FOUNDATION OF THE BOOK
This book’s contributors include OD practitioners and scholars who create, validate, and apply OD theories, methods, and tools. There is a new chapter on OD competencies with OD values. There is a new chapter on how OD practitioners can succeed when dealing with organizational politics. There is also a new chapter on what OD is like or how it differs from other fields of practice, such as human resource management.
This edition, like those editions before it, emphasizes practice in several senses. As Kinnunen (1992, 6) points out, to practice can mean any or all of:
To do frequently or by force of habit
To use knowledge and skill in a profession or occupation
To adhere to a set of beliefs or ideals
To repeatedly become proficient
To drill to give proficiency
The meanings of practice listed above apply to the editors’ intentions in assembling this book: to emphasize the need for development as a practitioner through a focus on the knowledge and skills—and the beliefs, ideals, and values—that are important to be proficient in the practice of OD. As you will see, the practice of OD is embedded with a deep connection to the human endeavor involved in both personal and organizational change: OD practitioners must have the competencies to be effective. To be competent means to have “an underlying characteristic of an employee (that is, motive, trait, skill, aspects of one’s self-image, social role, or a body of knowledge), which results in effective and/or superior performance in a job” (Boyatzis 1982, 20). To be competent is associated with an individual’s characteristics in performing work and includes anything that leads to successful performance and results. All sections of this book emphasize competence and developing your competencies and the factors that define the successful performance of the practitioner: who one needs to be, what one needs to know, what one must be capable of doing, and what values OD practitioners should embody and enact.
THE STRUCTURE OF THE BOOK
Practicing Organization Development: Leading Transformation and Change combines a rich collection of theories, concepts, models, case applications, innovations, and historical and postmodern expansions in OD, transformation, and change. This book is structured in five parts:
Part One
: Foundations: Theory and Practice of Organization Development and Change Management
(
Chapters 1
–
6
) provides essential background information and the history of OD, change process and models, what it takes to change organizations, OD competencies and values for success, leadership development, and Appreciative Inquiry (the strengths-based approach).
Part Two
: OD Process to Guide
Change (
Chapters 7
–
13
),
Organization Development Process to Guide Transformation and Change
, includes seven chapters focusing on the OD process. Chapters in
Part Two
address marketing and positioning OD, engaging the client system (front-end work), assessment, planning, launch, implementation, evaluation (with a focus on return on investment) and measurement, separation (closure), and shaping the organization’s culture.
Part Three
: Levels and Types of Transformational Change Interventions
(
Chapters 14
–
18
),
Levels and Types of Change
, covers different levels of change interventions from individual, team, and organization to the whole system and strengths-based interventions in large-scale and strategic change. This section ends with the dialogical approach to OD and the five types of intervention change methods.
Part Four
: Special Topics in OD and Change
(
Chapters 19
–
31
) deals with central issues in OD of current importance. They include chapters about OD and research literature, sustainability, organization design, mergers and acquisitions, positive organizational change, the classic T-group, leveraging diversity, using technology for collaboration, comparing OD to related fields of practice, artificial intelligence and its implications for OD, cross-cultural OD, regenerative system change, moving to heterarchy, and power and politics of OD.
Part Five
: The Future of OD: Embracing New Directions for Change
(
Chapters 32
–
34
) explores future perspectives in the field. The three chapters in this Part examine Social Dynamics in Virtual Settings, what contributors of the book believe about the future and OD, and the next generation of OD.
Change is continual and fundamental to human systems on all levels, from individual to global. Learning to anticipate and plan for change allows you to strategically construct strong, flexible, capable, and healthy people and organizations that function humanely, sustainably, and profitably, resulting in ethical, moral, and value-laden success. More than any other moment in history, our organizations must be capable of managing enterprise-wide change (Pattangia and Vijaya 2023). This book presents conceptual frameworks and practice ways for our organization’s executives and members to become revolutionary change agents. It is also well paired with an action guide that gives students or participants the chance to participate in role plays to get something akin to firsthand experience in OD (Rothwell et al. 2025).
REFERENCES
Anderson, D. L. 2021.
Cases and Exercises in Organization Development & Change
. 3rd ed. Thousand Oaks, CA: SAGE Publications.
Boyatzis, R. E. 1982.
The Competent Manager: A Model for Effective Performance
. New York: John Wiley & Sons.
Church, A. H., A. Shull, and W. W. Burke. 2018. “A Look in the Mirror: Current Research Findings on the Values and Practice of OD.” In
Enacting Values-Based Change
, edited by D. Jamieson, 21–42. Cham, Switzerland: Springer.
Gopinath, C., and J. E. Kendall. 2021. “The Future of Organization Development: Embracing an Open System Perspective.”
Journal of Organizational Change Management
34 (3): 507–519.
Kinnunen, G. November 1992. “The Practice of Practice.”
NSPI Insight
6.
Marshak, R. J., and G. R. Bushe. 2020. “Dialogic Organization Development: Developing Theory from Practice.”
Organization Development Journal
38 (4): 29–40.
Pattangia, B., and R. Vijaya. 2023. “Unpacking the Past and Charting the Future: A Comprehensive Review of Organizational Development Trends and Predictions.”
Ushus - Journal of Business Management
22 (2): 1–14.
Rothwell, W., J. Campbell, and P. Ealy eds. 2024.
Beyond Symbolic Corporate Social Responsibility: Toward Sustainable Social Impact and Social Change
. New York: Routledge.
Rothwell, W., S. Williams, and A. Zaballero. 2025.
Experiencing OD Practice through Case Stories and Role-Plays
. San Diego: Cognella.
PART ONEFOUNDATIONS: THEORY AND PRACTICE OF ORGANIZATION DEVELOPMENT, TRANSFORMATION, AND CHANGE MANAGEMENT
CHAPTER ONEOrganization Development and Change
William J. Rothwell Jacqueline M. Stavros and Steven H. Cady
What is Organization Development (OD), and why does it matter to you? How does this field as a profession shape people, teams, organizations, and society? What key concepts and terms should you understand to navigate change effectively? And what role do human systems play in the work of OD practitioners? In this opening chapter, we’ll explore these questions and foundational ideas.
REFLECTING ON THE FIELD
OD empowers human systems to thrive in a world of constant flux. Rooted in systemic thinking and collaborative engagement, OD offers tools and frameworks to address the complexities of organizational change. To spark reflection and exploration, consider the following foundational questions to frame your understanding and approach to OD.
What do you believe about change in organizations, and how does an organization’s culture influence its ability to adapt successfully?
Who should be involved in driving organizational change efforts, and how can their contributions be optimized for collaborative success?
What values, skills, and competencies are essential for effective change agents, and how can they be cultivated?
How can the success of change initiatives be defined and measured in ways that go beyond immediate outcomes?
What strategies address the emotional and cultural dynamics of change, fostering trust and resilience among employees?
Reflecting on these questions provides a foundation for understanding the principles and practices of OD. By engaging with colleagues or peers to explore these topics, you can deepen your insights and develop a more nuanced approach to leading change. This process highlights the evolving nature of OD, where learning, adaptability, and systemic thinking are integral to creating sustainable organizational improvements. As you progress, remain open to revisiting these questions and refining your perspectives.
Adding the “C” to OD&C
The addition of “Change” to Organization Development (OD), resulting in the Organization Development and Change (OD&C) Division within the Academy of Management (AOM), reflects an evolving understanding of the field. The Academy of Management is the leading professional association dedicated to advancing the field of management and organization science. Founded in 1936, it is the preeminent global community for management and organization scholars. This shift to adding the “C” acknowledges that effective organization development involves navigating and implementing change processes. In making this modification, the ODC Division emphasizes its commitment to the scholarship and practice of inclusive change, highlighting the dynamic nature of organizations and the necessity for adaptability in today’s complex environments.
Bob Quinn, Chair of the Academy of Management’s OD&C Division when “Change” was added to the title in the mid-1990s, provided insights into this decision. He emphasized that “Change” was intended to broaden the division’s scope, reflecting the integral role of change management within organizational development practices. This addition aimed to attract scholars and practitioners focused on change processes, ensuring the division remained relevant and inclusive of emerging trends in organizational studies (Quinn 2025).
This evolution mirrors the broader trajectory of the field, where the interplay between development and change is recognized as central to organizational success. By incorporating “Change” into its title, the division underscores its dedication to understanding and facilitating organizations’ complex transformations in response to internal and external pressures. You will notice that OD and OD&C are used interchangeably throughout this book, as the word “change” is still catching on.
OD&C Defined
For decades, the field of Organization Development (OD), now OD&C, has grappled with defining its essence, competencies, and future direction. To address this challenge, we explore three contributions that comprehensively examined the field: Don Warrick (2005), The 2017–2019 OD Gatherings (Smendzuik-O’Brien and Gilpin-Jackson 2021), and Cheung-Judge (2020). We will share these contributions and offer a unified definition of OD&C.
Don Warrick is a Lifetime Achievement Award Winner in OD and the Academy of Management OD&C Division’s Distinguished Educator who has contributed significantly to helping define the field of Organization Development and Change. In the 1970s, he conducted a comprehensive examination of organization development (OD). This research involved prominent figures in the field to understand their definitions of OD, as well as surveying members of AACSB-accredited business schools. He subsequently published his findings in a series of papers (Warrick 1977–1979). In 2005, he conducted another survey of leaders in the field, including pioneers and second-generation leaders, to see if definitions had changed. The results were published in the Second Edition of Practicing OD. According to Warrick (2005):
“Organization Development is a planned and collaborative process for understanding, developing, and changing organizations to improve their health, effectiveness, and self-renewing capabilities” (260).
In the conclusion section of this edition, Warrick contributes a chapter summarizing the results from another survey of our authors exploring their views on practicing OD. Reflecting on his work over the past 50 years, Warrick (2023) emphasizes that OD is more than just a set of techniques—it is a systematic approach to making organizations healthier, more effective, and adaptable. Warrick highlights key OD principles, including the importance of trust, collaboration, and ethical leadership, which enable organizations to thrive in complex environments. He also stresses that OD is both a science and an art, combining research-based methodologies with humanistic values to facilitate sustainable change. Ultimately, OD practitioners serve as change agents who help organizations evolve while fostering employee engagement and commitment.
Next, the OD Gathering (2017–2019) was launched as a three-year collaborative initiative aimed at redefining and strengthening the field of Organization Development (OD) by bringing together 125 scholars, practitioners, and thought leaders (Minihan 2025). Recognizing the increasing fragmentation within the OD community and the evolving needs of organizations, the Gathering sought to establish a shared vision, common values, and a renewed definition of OD. Over three years, participants engaged in deep dialogues, action research, and collective sense-making, culminating in four primary focus areas: Defining OD, Establishing Core Values, Identifying Critical Needs, and Determining Future Competencies (Blouch and Cotten 2021).
One of the Gathering’s most significant contributions was the development of a consensus-driven definition of OD, emphasizing its interdisciplinary nature, system-wide impact, and values-based approach (Smendzuik-O’Brien and Gilpin-Jackson 2021). The group reviewed 38 historical definitions (including Egan 2002) and synthesized them into a contemporary statement that reflects OD’s commitment to collaborative, inquiry-based change processes. Through its structured action research process, the OD Gathering laid a foundation for aligning the field around a coherent identity and direction. The initiative reinforced OD’s role in helping organizations navigate complexity, foster inclusion, and drive sustainable transformation. While the Gathering concluded in 2019, its outputs—particularly its revised definition, value framework, and competency model—continue to influence the field, providing a roadmap for the future of OD practice (Smendzuik-O’Brien and Gilpin-Jackson 2021). The result is the following definition:
“OD is the interdisciplinary field of scholars and practitioners who work collaboratively with organizations and communities to develop their system-wide capacity for effectiveness and vitality. It is grounded in the organization and social sciences” (Smendzuik-O’Brien and Gilpin-Jackson 2021, 12).
In 2020, Cheung-Judge conducted an in-depth historical analysis of the field’s principles and precepts, highlighting the contributions of more than 50 thought leaders across more than six decades. As the founder of the NTL OD Certificate program for Europe and recipient of the Lifetime Achievement Award from OD Network, she emphasized that OD is a field of applied behavioral science dedicated to improving organizational effectiveness by enhancing performance and internal health. According to Cheung-Judge, OD practitioners serve as facilitators of self-sustaining change rather than external fixers, guiding organizations through participatory and inquiry-driven processes. With her coauthor (Cheung-Judge and Holbeche 2021), Chueng-Judge defines OD as:
“a field of applied behavioral science expanding our understanding of human and group behavior… using group and human dynamic processes from applied behavioral science research, theories, and methods to facilitate self-organizing movement of groups and organizations. [The Dual Goals are] to improve the organization effectiveness (performance) that benefits the constituents of the organization, while maintaining the health of the organization to support the people that work within the system in a sustainable way” (11).
Her work underscores OD’s dual focus on achieving business outcomes while maintaining organizational vitality, a distinction that differentiates it from other consulting approaches. She also highlights the critical role of the “use of self,” arguing that OD practitioners must engage in continuous personal development to support change effectively. Through her research and practice, Cheung-Judge advances a competency model that balances technical expertise with ethical leadership, inclusivity, and adaptability in today’s complex organizational landscape.
A review of OD&C definitions examined here highlights key recurring elements: the integration of behavioral science, a systemic and participatory approach to change, and a commitment to both organizational effectiveness and human well-being. Table 1.1 synthesizes these core themes drawn from Warrick (2005, 2023), the 2017–2019 OD Gathering (Minihan 2025), and Cheung-Judge (2020), offering a comparative perspective on the defining attributes of the field. These three perspectives encapsulate OD&C’s broad, interdisciplinary nature, emphasizing its foundation in behavioral science and its focus on planned, systemic, and strategic change. Despite differences in emphasis, common themes emerge across these definitions: OD&C is fundamentally about improving organizations through people-centered approaches, fostering collaboration, and ensuring long-term sustainability.
Table 1.1Key Themes in OD Definitions
Theme
Description
Interdisciplinary Foundation
OD integrates
behavioral science, organizational psychology, and social sciences
to drive change (Egan
2002
; Warrick
2005
).
System-Wide Application
OD focuses on large-scale,
organization-wide transformation
rather than isolated interventions (Smendzuik-O’Brien and Gilpin-Jackson
2021
; Warrick 2005).
Planned & Adaptive Change
OD uses
structured interventions
while allowing for
emergent, evolving
processes in response to organizational needs (Blouch and Cotten
2021
; Warrick 2005,
2023
).
Effectiveness & Vitality
OD aims to
enhance performance, organizational health, and human potential
, balancing efficiency with well-being (Farley et al.
2021
).
Collaborative & Participatory Approach
Change is driven by stakeholder engagement, dialogue, and shared ownership of the process (Cheung-Judge
2020
; Warrick 2005,
2023
).
Inquiry-Based & Data-Driven
Uses
action research, continuous learning, and assessment
to inform interventions (Cheung-Judge
2020
; Egan
2002
).
Ethical & Values-Driven
OD is rooted in
trust, integrity, diversity, and inclusion
. It aligns organizational transformation with ethical leadership (Farley et al.
2021
; Warrick, 2005,
2023
).
Based on this thematic analysis, the following definition of OD&C incorporates the core:
Organization Development and Change (OD&C) is an interdisciplinary, values-driven field that applies social and behavioral sciences to facilitate system-wide, planned, and adaptive change in organizations and communities. Through collaborative engagement, OD&C professionals (scholars and practitioners) enhance organizational effectiveness and vitality while fostering human potential and ethical leadership.
This definition reflects OD&C’s scientific foundation, human-centric philosophy, and strategic focus on organizational transformation. It captures OD’s technical and relational aspects, emphasizing structured interventions, inquiry-driven methodologies, and ethical change leadership. While many additional definitions of OD&C exist, key themes emerge. OD&C is a forward-looking, long-term process that thrives with the support of senior leadership. It leverages education to drive change and emphasizes active participation from employees in assessing the current state, planning a positive future, making informed choices during implementation, and taking responsibility for results. These principles highlight OD&C’s broad applicability within and beyond traditional organizational boundaries (Rothwell 2023; Rothwell et al. 2024).
What Organization Development Is Not
Organization Development is not a collection of isolated programs, projects, or quick fixes. Beyond traditional training, it offers a holistic, systemic approach to transforming organizations, revitalizing communities, and developing human potential. It is not a top-down directive strategy, policy, or decision. OD is a collaborative process that engages all levels of an organization, not just senior leadership. It is not exclusionary. Instead, OD recognizes organizations as complex, adaptive systems and fosters sustainable growth through continuous learning, feedback loops, and self-organization. Unlike mandates aimed at immediate performance gains, OD prioritizes engaged, participative approaches that align with the organization’s unique culture and needs. As a result, the role of OD professionals has evolved from that of trainers to facilitators of change. Those who practice OD use thoughtful questions and collaborative processes to guide the system without controlling it. The approaches are adapted alongside organizational members, recognizing the dynamic nature of change. It is based on the belief that wisdom and expertise reside within the system. Peter Block (2008) emphasizes the importance of relationships and connectedness as foundational to achieving meaningful change. He asserts, “Engagement and the accountability that grows out of it, occurs when we ask people to be in charge of their own experience and act on the well-being of the whole.” (88)
WHY CARE ABOUT OD
The ancient Greek philosopher Heraclitus famously remarked, “The only constant in life is change,” a truth that resonates deeply within OD. Organizations, like the world around them, are continuously evolving, driven by shifting environments, emerging technologies, and changing human needs. Changing environments are based on things we cannot control, like political, economic, social, technological, environmental, and legal (PESTEL Factors). OD provides the framework and tools to navigate this perpetual flux and harness it, turning challenges into opportunities for growth and transformation. Heraclitus’s wisdom serves as a reminder that embracing change is not just inevitable but essential for organizational success.
Recent upheavals in global markets, nation-states, and national economies underscore the world’s increasing interconnectedness, where industries and economies operate across many borders. The pace of change in the coming decades is expected to surpass anything humanity has experienced throughout history. As organizations grapple with this unprecedented change, they face more uncertainty and complexity than ever before. Insights from the study of complexity have proven valuable for navigating this turbulence, offering critical strategies for managing change and organizations in a rapidly evolving landscape.
Nothing better exemplifies the world’s challenges as black swan events like COVID-19 (Talib 2010). (A black swan event is a situation that seems inconsequential when it first appears but eventually spirals out of control and may subsequently be global in its consequences.) COVID-19, a minor outbreak in an obscure Chinese city, soon infected so many that it provoked an international crisis. Organizations are also experiencing gray rhino events. A gray rhino event is a phenomenon everyone recognizes but largely ignores (Wucker 2016). Climate change and demographic change are often examples of gray rhino issues. Everyone knows climate change is happening but usually feels powerless to affect it. Everyone also knows that the world’s population is growing older due to fewer births and people living longer. People ignore these large-scale issues because they do not know how to influence them.
Why Is Change Occurring So Fast?
The challenge of the future is to help people learn to ride the waves of change in real-time and as events unfold. Time has become important precisely because changing technology provides strategic advantages to organizational leaders who grasp the importance of timely action. Today, the organization that makes it to market first often seizes the lion’s market share and is likely to keep it. Organizations that miss technological innovations (like artificial intelligence and robotics) that increase production speed or improve quality lose out to global competitors who function in a world where differences in labor costs or technological applications can quickly be taken advantage of because of the relative ease of international travel and communication.
Changing technology also drives the information explosion—and vice versa. Consider the sheer magnitude and pace of the information explosion stimulated by technological change. Information is increasing so fast that no one can keep pace with it. The information created and consumed over the past 30 years is far greater than that produced over 5,000 years. Per the website Exploding topics, they share that
90% of the world’s data was generated in the last two years alone. In the space of 13 years, this figure has increased by an estimated 74x from just 2 zettabytes in 2010. The 120 zettabytes generated in 2023 are expected to increase by over 150% in 2025, hitting 181 zettabytes. (Duarte 2025, para.4)
That’s a vast amount of information on the internet, which is distributed across a global network of servers. While search engines index much of the web, no entity has fully cataloged it due to its immense and ever-expanding nature, including the deep and dark web (“The Ultimate Guide to the Invisible Net,” n.d.).
What Effects Are Changes Having?
There are many effects of change.
One effect of constant change is that it often accelerates further change. As organizational leaders strive to stay competitive, they race to shorten product development cycles, adopt emerging trends in search of an edge, and juggle the complexities of managing multiple initiatives and improvement programs simultaneously. This relentless pace can make sustaining focus and achieving meaningful progress increasingly challenging.
A second effect of turbulent environmental changes—spanning political, economic, technological, and social domains—is a rising cynicism about organizational change, a growing focus in change management research (Mishra et al. 2023; Rho et al. 2021). This cynicism leads workers and managers to increasingly question the motives of those who sponsor, champion, or drive change, which can undermine trust and confidence in organizational leaders. High-profile scandals in business, government, education, the media, and religious institutions further amplify this skepticism, deepening leaders’ challenges in fostering credibility and support for change efforts. Conspiracy theorists and purveyors of “fake news” also intensify that cynicism about why events happen and what motives are behind them.
