Organizational Development Glossary

A cyclical methodology of problem diagnosis, intervention planning, action, and evaluation that generates both practical solutions and theoretical knowledge.

A strengths-based OD methodology that focuses on identifying what works well and amplifying it through a 4-D cycle of Discovery, Dream, Design, and Destiny.

The visible, tangible elements of organizational culture including physical layout, dress codes, rituals, language, and published values statements.

An individual, often an OD practitioner, who facilitates and supports organizational change by helping the system diagnose problems, plan interventions, and build change capacity.

A contemporary approach to organizational development that views change as emerging from shifts in everyday conversations, narratives, and meaning-making processes.

In Lewin's force field analysis, the factors that push an organization toward a desired change. Change is achieved by strengthening driving forces or weakening restraining forces.

The initial phase of the OD process where the practitioner and client establish the relationship, clarify expectations, define the scope of work, and agree on roles and ground rules.

The stated strategies, goals, and philosophies that an organization publicly endorses, which may or may not align with the deeper underlying assumptions that actually drive behavior.

Kurt Lewin's diagnostic tool for identifying and analyzing the driving forces and restraining forces acting on a proposed change, used to develop strategies for shifting the balance toward change.

A large-scale meeting method that brings diverse stakeholders together for a structured exploration of past, present, and future to develop shared vision and action commitments.

A planned set of structured activities in which selected organizational units engage in tasks that lead directly or indirectly to organizational improvement.

The sociotechnical systems principle that both social and technical subsystems must be designed and managed together to achieve optimal organizational performance.

An organization skilled at creating, acquiring, and transferring knowledge and modifying its behavior to reflect new knowledge and insights, as described by Peter Senge.

A facilitation method for large groups where participants self-organize around a central theme, creating their own agenda topics and discussion sessions.

The shared perceptions and attitudes about an organization's practices, policies, and procedures. More surface-level and more easily changed than organizational culture.

The deeply embedded pattern of shared values, beliefs, assumptions, and norms that shape behavior and sense-making within an organization.

The systematic process of collecting and analyzing data about an organization to understand its current functioning, identify issues, and determine appropriate interventions.

Temporary organizational structures created alongside the formal hierarchy to facilitate learning, innovation, and change without disrupting daily operations.

The discrepancy between an organization's current performance level and its desired or required performance level, which serves as a key focus for OD diagnosis and intervention.

An OD approach where the consultant helps clients develop their own capacity to perceive, understand, and act upon organizational processes rather than providing expert solutions.

Individual or collective opposition to organizational change, stemming from factors such as fear, loss of control, uncertainty, habit, or perceived threats to status or competence.

In Lewin's force field analysis, the factors that resist or oppose a desired change and maintain the status quo.

An approach recognizing that organizations consist of interdependent social and technical subsystems that must be jointly optimized for effective performance. Originated at the Tavistock Institute.

The deepest level of organizational culture in Schein's model: unconscious, taken-for-granted beliefs and values that ultimately drive organizational behavior and are the most difficult to change.

An approach to organizational change that involves engaging the entire system or its representatives simultaneously to create shared understanding and commitment to transformation.