Abstract
A great deal of commentary and controversy about the state of organization development (OD) has to do with a lack of clarity regarding what it is about organizations that can be affected by an OD effort. Recent initiatives suggest that a new set of OD practices are emerging, based on a social constructionist orientation. With this in mind, this article aims to contribute to a theoretical understanding of what it is about organizations that can change, based on Berger and Luckmann’s (1966) social constructionist framework. It describes three distinct change processes that take place as a consequence of OD interventions. The article ends with a discussion of some of the implications for OD practice, specifically with regard to ‘programming’ dialogue as the main vehicle for change.
Original language | English |
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Pages (from-to) | 407-420 |
Number of pages | 14 |
Journal | Journal of Change Management |
Volume | 10 |
Issue number | 4 |
Early online date | 21 Oct 2010 |
DOIs | |
Publication status | Published - 2010 |
Keywords
- organization development
- what's actually happening
- state of organization development
- OD effort
- new set of OD practices