Appreciating Organization Development: A Comparative Essay on Divergent Perspectives

Abstract

Organization development (OD) applies social science knowledge to help organizations change and improve themselves. From its beginnings over 70 years ago in group dynamics, action research, and humanistic psychology, the field has expanded enormously to include a diversity of theories and practices aimed at developing organizations at different levels, from jobs, teams, and organizations to interorganization alliances and societal change. Along with this expansive evolution, however, has come increasing confusion and disagreement in defining the field's conceptual boundaries, change interventions, and underlying values. This raises fundamental questions about the nature and consequences of OD, which can impede the field's further progress conceptually, empirically, and practically. We clarify some of the major ambiguities and differences in the field today and suggest solutions for moving forward by comparing four pairs of divergent perspectives: (a) development versus change, (b) episodic versus continuous change, (c) planned versus emergent change, and (d) diagnostic versus dialogic OD.