Organizational Development

A cyclical process of diagnosing a problem, planning an intervention, taking action, and evaluating results to generate both practical solutions and new knowledge. Developed by Kurt Lewin, it forms the methodological backbone of OD practice.

A three-stage framework for managing change consisting of unfreezing (creating readiness for change by disrupting the status quo), changing (moving to a new state through new behaviors and processes), and refreezing (stabilizing the new state so it becomes the norm).

A strengths-based approach to organizational change developed by David Cooperrider that focuses on discovering what works well in an organization and amplifying it, rather than diagnosing problems. It follows a 4-D cycle: Discovery, Dream, Design, and Destiny.

An OD intervention developed by Edgar Schein in which a consultant helps a client perceive, understand, and act upon process events occurring in the client's environment. The consultant facilitates learning rather than providing expert solutions.

An approach to analysis that views organizations as complex, interconnected systems where changes in one part affect the whole. It emphasizes understanding feedback loops, interdependencies, and emergent properties rather than isolating individual components.

The shared values, beliefs, assumptions, and norms that shape behavior and decision-making within an organization. Edgar Schein described three levels: artifacts (visible structures and processes), espoused values (stated strategies and goals), and underlying assumptions (unconscious, taken-for-granted beliefs).

A set of planned activities designed to improve team functioning by enhancing interpersonal relations, clarifying roles, solving problems, and developing collaborative processes. It addresses both task-related and relationship-oriented aspects of team performance.

A diagnostic and intervention method in which data about attitudes, perceptions, and behaviors are collected from organizational members through questionnaires, then systematically fed back to participants to stimulate discussion, problem identification, and action planning.

The process by which an organization acquires, creates, retains, and transfers knowledge to improve its performance over time. Peter Senge popularized the concept of the 'learning organization' that continuously transforms itself through five disciplines including personal mastery, mental models, shared vision, team learning, and systems thinking.

OD methods designed to engage entire organizations or large subsystems in change processes simultaneously rather than working with small groups sequentially. Examples include Future Search, Open Space Technology, and World Cafe, which bring diverse stakeholders together to create shared understanding and commitment.