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As HR becomes more strategic, there’s a potential overlap in roles and skill sets with organizational development. Rather than compete, Fiona Ellis, a director of the Bath Consultancy Group, argues that the two should work in partnership. She draws on the experiences of OD and HR professionals in a range of organizations to explore the nature of this evolving relationship.

The vagueness of consultants' ideas as to what OD is, their diverging opinions as to its technical contents and the underground nature of the practice make OD in France rather elusive. OD tends to develop only in organisations where the absence of urgent problems and the vagueness of the feeling of unease make the agents receptive to long and unconventional intervention methods and facilitate the use of these methods. In this way, the practice of French consultants which does not originate from a democratic ideology and which pays more attention to the analysis of the stakes system within each organisation goes beyond the movement of planned change. OD in France appears to become more bureaucratic, or interventions acquire certain bureaucratic features deeply rooted in the French organisational context. The French case might be used as a field of experience and reflection.

The purpose of this paper is twofold. First, Part One is to make a comparison of organization development (OD) and change management (CM) across eight concepts that are relevant to both OD and CM. The concepts or characteristics are (1) guiding philosophy, (2) value system, (3) theory, (4) primary skill, (5) intervention mode, (6) change model, (7) change activities, and (8) sustainment of change. OD stresses development of people and change regarding the organization, whereas CM emphasizes facilitation and expanding their business with the client organization. A concluding statement for the comparison of OD and CM is that OD has a rich underpinning of theory and a clear set of values that provide guidelines for the work with clients and CM has neither. Thus, CM is a misnomer. Part Two concerns the longer term and includes some consequences for OD from the pandemic of 2020–2021, such as the virtual workplace and leadership. The article concludes with some things to remember, suggesting the importance of group size, large group interventions, and loosely coupled systems.

Reflections on gender and OD over a 50-year career as a scholar, an OD practitioner, and a woman managing a complex life and career.

My journey in OD has spanned 50 years which is also about as long organization development has been around. In this essay, I will reflect on my experiences with special attention to issues of gender. I will also mention some issues of concern that confront us as OD scholars and practitioners, especially the balance between thinking and doing. As I describe my experiences, I hope they will lead to an appreciation of all that has happened in just 50 years! My experience is not everyone’s experience. I make no claim to that. I hope that some of the issues I raise resonate with you, or fill in some blanks, or lend a different perspective.

We explore how scholarly understandings of and the practice of organizational transformation have evolved since Bartunek and Louis’s (1988) Research in Organizational Change and Development chapter. While Bartunek and Louis hoped to see strategy scholarship and OD approaches to transformation inform each other, strategy literature has drifted away from transformation toward more continuous change. OD practice has focused on the implementation of its own versions of transformation through Large Group Interventions, Appreciative Inquiry, the new dialogic OD, and Theory U. Based on a discussion of Theory U, we call attention to the importance of individuals as an important source of new ideas in understanding and practicing large-scale change.

Extending the argument made in Bushe and Marshak (2009) of the emergence of a new species of Organization Development (OD) that we label Dialogic, to differentiate it from the foundational Diagnostic form, we argue that how any OD method is used in practice will be depend on the mindset of the practitioner. Six variants of Dialogic OD practice are reviewed and compared to aid in identification of a Weberian ideal-type Dialogic Mindset, consisting of eight premises that distinguish it from the foundational Diagnostic Mindset. Three core change processes that underlie all successful Dialogic OD processes are proposed, and suggestions for future research offered.

Travel time variability has generally been recognized as one of the most important attributes in travelers' route choice decisions. In fact, many empirical studies have indicated that both passengers and freight carriers are strongly averse to travel time variability, because it introduces uncertainty to their route choice decisions. In this chapter, we examine the effect of incorporating travel time variability and risk-taking behavior into the route choice models and its impact on the estimation of travel time reliability under demand and supply variations.

Organization development (OD) and people analytics (PA) have developed and are typically practiced as entirely separate and nonoverlapping disciplines in organizations. We review the principles underlying each of the two disciplines and show much greater overlap and similarities than commonly believed. An integrated framework is provided, along with examples of OD tools that should be part of the PA toolkit for any practitioner. Case studies of what the integrated framework looks like when applied in practice are discussed.

Organization development (OD) and the business environment, more generally, have seen many changes in the last 20 years. This chapter describes findings of a research study that investigated current perceptions of the field of OD as compared to data collected in a 1993 study (published in 1994). Survey data collected from 388 OD professionals indicated findings along the following themes: (1) continued perceived weakening of traditional OD values; (2) focus on business effectiveness and fewer perceptions that OD is too “touchy feely”; (3) increase in commitment to organizations and standing against the misuse of power; (4) coaching is seen as an integral part of OD; and (5) practitioners are very optimistic about the future of OD. Implications for the current and future practice of OD are discussed.