‘Organisation Development’s (OD) goal is an inspiring and effective organisation’.
We can view OD as perspective: a way of looking at people and organisations and posing provocative, searching, stretching questions, e.g. ‘When you look at this person, team or organisation, what do you see?’; ‘What are you (and others) noticing and not-noticing?’; ‘What stands out to you (and to others) as important and valuable here – and why?’
We can view it as critically-reflexive: a way of surfacing and testing oft-hidden personal, cultural-systemic and contextual beliefs, values and assumptions, e.g. ‘How are you (or are others) construing this situation, e.g. via metaphor/narrative?’; ‘What enabling or limiting assumptions are we making here?’; ‘Who or what is influencing who or what – and how?’
We can view it as reframing: a way of re-thinking and creating paradigm shifts, e.g. by viewing a situation through different frames (e.g. psychological; political; financial; legal-regulatory); flipping between vantage points, e.g. personal; team; organisation; other stakeholders; shifting the conversation from problem-solving to innovative solutions-focus.
We can view it as co-creative: a radically-relational way of working, high in support and challenge, that engages diverse people and teams in powerful conversations that engender shared focus, insight, energy and action. It involves listening, visioning, influencing and sense-making as collaborative ventures, releasing talent-potential and building trust.
What’s your experience of OD? What has it looked like? What difference has it made?