Organisation Development and International Contexts: Values, Controversies and Challenges

Abstract

The multi-disciplinary nature of organizational change literature and research provides opportunities and challenges for both academics and practitioners working in this area (Marshak and Grant, 2008; Pettigrew et al., 2001; Schwarz and Huber, 2008). In terms of opportunities, knowledge from associated disciplines such as psychology, sociology, anthropology, and economics can be mined and then applied in imaginative ways to understand and inform organizational change designs and interventions (Rees, 2008a). In terms of challenges, however, the absence of universally acknowledged defining criteria makes it extremely difficult to trace trends and developments relating to the theory and practice of organizational change. As a result, key issues surrounding the aims, values, leadership, practice, and evaluation of organizational change interventions are often shrouded in ambiguity and controversy. For example, the perceived purpose of an organizational change intervention is likely to be multi-dimensional, perhaps unstated, and, in some cases, unconsciously strategized and resisted by various stakeholders involved in the process. In view of these tensions and uncertainties, it is often difficult to discuss in an overt manner the objectives and hence evaluation of an organizational change intervention; what may be viewed as an organizational change intervention failure by one group of stakeholders may be seen as a successful change intervention by another group of stakeholders. Despite the challenges presented by the fluid nature of the subject, the main aim of this chapteris to identify and consider a number of specific developments and controversies associated with the subject of organizational change. In order to address this aim in a focused way, it is necessary to restrict this analysis to particular aspects of organizational change theory and practice. Specifically, the chapter will examine a number of developments and challenges in relation to the values of a specific approach to organizational change, namely Organization Development (OD). Given its origins, history and defining values, the study of OD provides an opportunity to identify some of the influences and challenges that are faced by those working in the field of organizational change more generally. The chapter is structured as follows. First, a brief overview is provided of the nature of the ODmovement. The discussion proceeds to explore the search for a clearer business orientation within OD theory and practice, the changing values of OD, and theuse of OD in international settings where prevailing values may conflict or complement the values held by OD professionals working in these settings.