Since OD (organization development) take in to account all issues as an
integrated and holistic approach rather than linear solution, OD does not have a standard code of ethics or universal
accrediting body. Thus, many assert that OD is a field, rather than a
profession. The OD Institute admirably does suggest levels of certification for
OD practitioners, but these do not appear to have become standard for
practitioners who consider themselves to be OD professionals. The OD Institute
has also suggested an International Organization Development Code of Ethics. The Organization Development Network is a large
organization that also focuses on developing the field and serving its members,
many of whom are OD practitioners.
Many people assert that OD is a
field that works from a systems perspective and according to humanistic values
to help people change. Other people respond that other fields or professions,
such as trainers and community organizers, also work from a systems perspective
and according to humanistic values and, thus, that description is not unique to
OD. They assert that OD must proclaim a scope for their field and suggest that
a more apt description of OD is that it is a field that works from a systems
perspective and according to humanistic values to enhance the performance of
organizations.
Another area of diversity about
perspectives on Organization Development is in regard to how people view
organizations. Some focus on the structures, operations, positions, procedures,
etc., while others focus on the human relations and interactions. Still others
focus on the politics and power, while others focus on the cultures and values
of the organization.
Concurrently, there seems to be
strong focus on "soft" skills in OD, for example, coaching,
leadership development, facilitation, conflict management, process consulting,
etc. However, many would assert that the "hard" skills, such as
Balanced Scorecard, quality management initiatives (TQM, Six Sigma, etc.),
strategic analysis, etc., should also be a focus in OD.
Concurrent to these diverse
views, there seems to be strong agreement that the phrase "organizational
change and development" describes the core purpose and practice of what OD
practitioners do -- so much that the phrase "organizational
development" is often used interchangeably to refer to the field itself.
A change-ready organization is committed to
continually building its competency to respond as needed to a complex and
ever-changing environment. Whether we
work in the public or private sector or non-profit organization, you can be
sure that our organization now faces a much more complex environment than it
has in the past.
Community expectations of the public sector
have changed markedly. Recipients of
government services are now considered clients and demand quality service. At
the same time, public sector agencies are under increasing pressure to be more
efficient. They are adopting commercial
management practices to satisfy both of these new demands, while along the
changes they should consider practical philosophy, appreciate people’s ideas,
enhance professionalism, maintain interpersonal communication, and concern in
sustainability.
The private sector also has a tougher
environment: It is now more highly regulated. Companies are expected to be
"good corporate citizens" as well as make profits. Industry
restructuring has forced many firms to compete more effectively. Shareholders
and Directors of public companies frequently demand the right to intervene in
management decisions and good employees want opportunities and interesting work
as well as a secure job.
Change-ready and high performing
organizations recognize that, in these complex environments, stakeholders and
customers have conflicting needs that cannot all be satisfied all the time.
They do, however, manage to identify those stakeholder needs that are, or will
become, critical to their success. They
then design strategies for ensuring ongoing satisfaction of these needs. Most
importantly, these strategies recognize, and build on, their organization’s
existing values and competencies. Finally, change-ready organizations
accept responsibility for developing the competency of their managers to
implement these strategies.
