Donald Austin Gilbreath
The goal of this paper is to explore the various ways in which to integrate contemporary organization development (OD) practices and interventions within organizational settings. The following literature research review includes a broad overview of the OD contemporary change methodologies, an in-depth perspective of related OD to change, and an applicable example of a specific organization.
Keywords: organizational development, contemporary tools, change
Organizational Development & Practitioner Tools The topic of organization development (OD) focuses on the effective implementation of change within an organization and is often broken down into two primary change methodologies of either classic or contemporary change intervention. The following article seeks to provide a broad overview of the OD change methodologies, an in-depth perspective in change initiatives of OD consultants and an actual applicable example of these OD practitioner tools used in real life. “Organization development has emerged to allow the voice of all organizational members to be heard and all organizational talent to be captured” (Jackson, 2006, p. 216). The field has many challenges in addressing both the human and the organizational sides of change initiatives in an attempt to get everyone on board in embracing change.
When organizations are resistant to necessary change, many times organizational development consultants are brought in to address the issue and implement the proper change methodologies they view as effective in bringing the change within the organization.
Organizational consultants are often brought in to intervene in numerous situations when an organization is having difficulties with change and frequently utilize two main methodologies of either classical or contemporary change intervention. The chosen methodology is traditionally based on the personal philosophies, values and beliefs of the consultant as the OD practitioner in addition to their assumptions about how the organizational culture is most effectively convinced to implement the change.
The organizational development classical change methodology is often considered a best choice when an organizations culture is founded in traditionally classic beliefs. In terms of the classical change methodology, “The underlying assumption of the classical, linear approach to organizational change is that it involves a series of predictable, reducible steps that enable senior management to establish a new work order and routines” (Graetz & Smith, 2010). However, this change model is often considered slightly outdated by today’s standards in addressing the needs of dynamic change within newer organizations.
The organizational development contemporary change methodology is often considered a best choice when an organizations culture is founded in present-day contemporary beliefs. The basis of such beliefs includes the perspective of an ever challenging environment of increased globalization, rapidly changing technologies, economic pressures, and increasing expectations in today’s modern-day workforce. Within the context of this contemporary change methodology, many OD consultants choose between two models based on the principles of either Appreciative Inquiry or the World Café. These contemporary models have been successfully implemented in many different organizational cases studies.
The first of the two OD contemporary change based models is formed on the principles by The World Café organization. The World Café organizational development system is based on seven (7) design principles: (1) Set the context, (2) Create hospitable space, (3) Explore questions that matter, (4) Encourage Questions that Matter, (5) Connect diverse perspectives, (6) Listen together for patterns & insight, and (7) Share collective