Organisational Development: A Rich Diversity of Approaches and Cultures, with Only a Few Known in Many Countries

Organisational Development: A Rich Diversity of Approaches and Cultures, with Only a Few Known in Many Countries

Jesse Segers, Ginkgo Consulting

What is Organisational Development (OD)?

The field of Organisational Development (OD) often seems shrouded in an intangible fog, leaving many wondering what it truly entails. Even within the field, confusion and debate persist about its essence and the best approaches to take.

Smendzuik-O’Brien and Gilpin-Jackson (2021) highlighted this ambiguity in their extensive review of definitions. Beginning with a 2002 study that identified 27 definitions (Egan, 2002), they expanded the total to 38 by adding 11 more. Following a rigorous engagement process with over 100 scholars and practitioners, they proposed the following definition:

"OD refers to the interdisciplinary field of scholars and practitioners who work collaboratively with organizations and communities to develop their system-wide capacity for effectiveness and vitality. It is grounded in the organization and social sciences."

This emphasis on building "system-wide capacity" is central to OD's uniqueness, yet its essence often remains elusive to insiders and outsiders alike. One key reason for this is that OD lacks a fixed methodology or narrowly defined theoretical framework. Instead, it encompasses a collection of approaches, each offering its own perspective on what a system is and how it can be transformed.

The 10 Schools of Systemic Thinking

Kessener and Van Oss (2019) provide a clarifying overview of the various schools of systemic thinking, each representing a distinct perspective on what an organisation or system is and how change can be achieved. Their interventions reflect these varied viewpoints:

1. Hard Systems Approach
Systems are viewed as models of organisational productivity, with boundaries defined by the designer. People are elements of the system, but their personal characteristics are irrelevant to its design.

Interventions: Lean implementation, modern sociotechnics, self-management, and organisational design.

2. Systems Dynamics
This approach encompasses all factors and their interrelations, with boundaries chosen by the designers. Feedback loops and dynamic patterns are used to model system behaviour.

Interventions: Causal mapping and group model building to analyse interconnections and feedback within systems.

3. Soft Systems Approach
Systems are defined by participants as human activities, with flexible boundaries shaped by shared meaning-making.

Interventions: Action research and experiential learning that focus on shared understanding and purpose.

4. Social Constructionism
Systems are constructs formed through human interaction and shared meaning, with both objective and subjective elements.

Interventions: Narrative approaches and Appreciative Inquiry that create shared understanding.

5. Group Dynamics Approach
Systems are shaped by group patterns and relationships, with boundaries defined by these dynamics.

Interventions: Addressing the balance between tasks and relationships, breaking stagnation through circular interviewing and mapping triads.

6. Holistic Approach
Systems are seen as nested wholes with inherent ordering. Change involves adapting to natural systemic order and development.

Interventions: Organisational constellations and teal organisations to restore systemic balance.

7. Critical Systems Approach
Systems exist within broader social contexts where power dynamics define inclusion and exclusion.

Interventions: Critical system heuristics and discourse analysis to uncover power structures and foster inclusivity.

8. Natural Sciences Approach
Systems are self-organising entities with selective openness to external influences.

Interventions: Encouraging self-organisation and scenario planning to support natural evolution.

9. Systems Transition Approach
Systems operate within larger societal contexts, characterised by changing regimes and niches.

Interventions: Leveraging "small wins" and combined interventions for long-term transitions.

10. Process Thinking
Systems are emergent phenomena shaped by ongoing interactions and events.

Interventions: Historical narratives and emergent knowledge development in dialogue.

Cultural Differences in OD Approaches

The schools of OD are not evenly distributed across the globe. In Belgium, for instance, the hard systems and holistic approaches are particularly popular, reflecting a cultural preference for stability and predictability. The Netherlands, with its egalitarian and engineering traditions, leans more towards systems dynamics and social constructionism. These cultural variations underscore how national values and societal structures influence how OD is understood and applied.

Conclusion: A Field Defined by Diversity

This diversity of approaches makes OD a rich and flexible discipline, but it also complicates achieving a unified understanding. While the variety allows for tailored interventions, it contributes to the perception of fragmentation and inconsistency within the field.

In the next blog post, we will explore whether a theoretical "container" could help integrate these schools and create a shared framework for collaboration and learning across professional and national boundaries.

References 

Smendzuik-O’Brien, J., & Gilpin-Jackson, Y. (2021). What is the definition of OD? Report on the definition of Organization Development (OD) circle of work. Organization Development Review, 53(1), 12-20.

Kessener, B., & van Oss, L. (2019). Meer dan de som der delen: Systeemdenkers over organiseren en veranderen. Vakmedianet, Deventer.