Skip to content
Journal article

Reinventing Organization Development: How a Sensemaking Perspective Can Enrich OD Theories and Interventions

Werkman R...(+1 more)

Journal of Change Management, vol. 10, issue 4 (2010) pp. 421-438

  • 74


    Mendeley users who have this article in their library.
  • Citations

    Citations of this article.
  • Views

    ScienceDirect users who have downloaded this article.
Sign in to save reference


Organization development (OD) has traditionally devoted much attention to organizational change. Recently, however, questions have emerged concerning OD's relevance to solve issues of stagnation in change processes. In this article, it is argued that traditional OD's basic assumptions about people, organization and change may cause a certain myopia with regard to problems that result from patterns of action that people have constructed in their mutual interactions and that may lead to stagnation or deadlock. The goal of this article is to study how a sensemaking approach might help OD practitioners to better understand the phenomena with which they are confronted in organizational change and enrich OD interventions by a more explicit focus on actors' habituated patterns of sensemaking and action. This article describes such a pattern in a police organization, its implications for the change process and lessons for OD assumptions, theory, and interventions. [ABSTRACT FROM AUTHOR]

Find this document

Get full text

Cite this document

Choose a citation style from the tabs below