Organization Development: A Practitioner's Guide for OD and HR

Your next move, your intervention, should reflect your hypothesis about the problem, be considered an experiment (by yourself and maybe others), and be in the service of a shared purpose. Well-designed interventions provide context; they connect your interpretation to the purpose or task on the table so people can see that your perspective is relev

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To think politically, you have to look at your organization as a web of stakeholders. For each stakeholder, you need to identify her: • Stake in the adaptive challenge at hand. How will she be affected by resolution of the challenge? • Desired outcomes. What would she like to see come out of a resolution of the issue? • Level of engagement. How muc

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Try listening to what best suits the organization’s needs. Perhaps purpose needs to be explored first, because once all colleagues resonate with it, they will have energy for self-management and wholeness. Maybe the right thing to do is to start with wholeness, as a way to build sufficient trust and community for people to accept change in the othe

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The main point, however, is not to strive for some abstract ideal of coherence. It is rather for all the participants to work together to become sensitive to all the possible forms of incoherence. Incoherence may be indicated by contradictions and confusion but more basically it is seen by the fact that our thinking is producing consequences that w

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