Diagnostic and dialogic OD approaches in Japanese organizations: How and Why are They Blended?

Abstract

This study responds to Hastings and Schwarz’s (2021) theoretical propositions for an integrative approach to combine diagnostic and dialogic change processes with a particular focus on the culture’s impacts on change practitioners’ mindsets. The author uses Japanese multinational corporations (MNCs) as a case in point and shows that the change practitioners try to keep a delicate balance in change processes. They choose diagnostic interventions to foster the predictability of the whole picture for sustaining the organization’s psychological safety. Meanwhile, they host a dialogic space to activate the member’s prudent risk-taking. What was found from the author’s case study was the important role of change practitioners to build a collaboration capability by oscillating planned and emergent change processes. The study concludes that diagnostic and dialogic approaches can be adequately blended not only in methods but also at the mindset level.