Od vs Hr

Best Essays
“We are witnessing and participating in an unprecedented dissolution of the boundaries of the field of organization development. In organizations around the world, the HR function is monopolizing the OD function at an unprecedented pace, which is limiting our reach, blunting our effectiveness, and compromising our role.”

OD and HR
Do We Want the Lady or the Tiger?

By Matt Minahan

Ding. Ding. Ding. OK, time’s up. Time to decide. Will it be door number one, or door number two? The lady or the tiger? In Frank Stockton’s allegory (1882), a prisoner is ordered to choose between two closed doors. Behind one is a woman whom he must marry sight unseen and live with for the rest of his life; behind the other is the tiger which would surely eat him alive. Without knowing exactly what is behind which door, how is one to choose? And, which does one really prefer? Like the mythical prisoner, the field of OD has been standing in front of two doors for too long, putting off the choice between them. One door would leave the OD function embedded within HR; the other would get OD out to stand independently on its own two feet in the organization. The field of OD has been putting off this decision for too long—since its inception, in fact—and it is time for us to make the decision. Well into our mid-40s as a field, we can’t really blame all of this mess on our forebears, because frankly we’re dealing with these choices just as badly as they did when the field was first founded. We’re still standing looking at the same two doors between which our OD forebears could not decide. Long History, Deep Roots This question about whether OD should be part of HR or should stand on its own goes back to the founding of our field. What became organization development had its roots in the training and

development function, where the T group was the primary intervention. At a panel of the founders of OD at the 2009 Academy of Management conference in Chicago, almost every one of them,



References: Bradford, D., & Burke, W. (2004). Is OD in crisis? The Journal of Applied Behavioral Science, 40(4), 369-373. Burke, W. (2004). Internal organization development practitioners: where do they belong? The Journal of Applied Behavioral Science, 40(4), 423-431. Bushe, G., & Marshak, R. (2008). The postmodern turn in OD. OD Practitioner, 40(4), 9-11. Cumming, T., & Worley, C. (2008). Organization development and change (9th ed.). Mason, OH: South-Western Cengage Learning. Feyerherm, A., & Worley, C. (2008). Forward to the past: reclaiming OD’s influence in the world. OD Practitioner, 40(4), 2-8. Greiner, L. E. (1972). Red flags in organization development. Business Horizons, 15(3), 17-24. Greiner, L., & Cumming, T. (2004). Wanted: OD more alive than dead! The Journal of Applied Behavioral Science, 40(4), 374-391. Kirkpatrick, D.L. (1998). Another look at evaluating training programs. Alexandria, VA: American Society for Training & Development. Marshak, R. (2006). Organization development as a profession and a field. In B. Jones, & M. Brazzel (Eds.), The NTL handbook of organization development and change: principles, practices, and perspectives (p. 18). San Francisco: Pfeiffer. Minahan, M., & Farquhar, K. (2008). The Future of OD education in a global and sustainable world. OD Practitioner, 40(4), 12-15. Rothwell, W., Stavros, J., Sullivan, R., & Sullivan, A. (2009). Practicing organization development: a guide for leading change. San Francisco: Wiley. Stockton, F. R. (1882, November). The Lady, or the Tiger? The Century, 25 (1), 83—86. http://www.eastoftheweb.com/ short-stories/UBooks/LadyTige.shtml. Matt Minahan, EdD, is a partner in Sapience Organizational Consult­ ing, and has specialized in organi­ zational strategy, design, business processes, and communications for 30 years. He is member of NTL Institute, the Academy of Man­ agement, and current member of the Board of Directors of the OD Network, where he is also an active volunteer and manages the ODNet email discussion lists. He can be reached at mminahan@ sapienceoc.com. 22 OD PRACTITIONER Vol. 42 No. 4 2010

You May Also Find These Documents Helpful

  • Satisfactory Essays

    How OD and HR personnel are OD practitioners Organizational change attempts to increase productivity and effectiveness through invigorated employees who are able to develop creativity, imagination, and, above all, innovation. Managing change effectively can be a tough and complex challenge. Organizational change management requires leadership to function properly. Kotter (1995, 98) has acknowledged the formation of a guiding coalition as an important learning point from unsuccessful change initiatives…

    • 315 Words
    • 2 Pages
    Satisfactory Essays
  • Satisfactory Essays

    Lean HR,Lean Od

    • 419 Words
    • 2 Pages

    THE LEAN HR/LEAN OD PARADIGM Definitions: Lean HR, Lean OD is about driving waste and duplication out of all HR and OD practices, processes and procedures – It is not a set of tools; it’s a paradigm rather then one single theory. A workplace culture; defined simplistically as how we do it around here and it will ultimately determine how far an organisation can go. A workplace culture can be formed in one of two ways. One is by piecemeal that is, bit by bit and usually in response to…

    • 419 Words
    • 2 Pages
    Satisfactory Essays
  • Satisfactory Essays

    HR and OD Administrator Service: HR & Organisational Development Hours: 37 per week Salary: Scale points 8 – 13 Reference Number: Responsible to: HR Manager Responsible for: N/A ­­­­­­­­­­­_____________________________________________ The Position As a competent administrator the role holder will provide a comprehensive administrative support service for the HR & OD Team to delivery excellent services to staff and students. Main Duties and Responsibilities 1. Provides administrative support…

    • 292 Words
    • 2 Pages
    Satisfactory Essays
  • Satisfactory Essays

    The Od

    • 330 Words
    • 2 Pages

    What were the challenges that Shikhar Ghosh faced when he joined Appex? Do you agree with Ghosh’s assessment upon joining Appex that the firm needed was control and structure? What is functional structure? What were the strengths and weaknesses of functional structure? How well did the product and business team structure address the problems with functional structure? What do you think about the changes to a divisional structure? What are its relative advantages and disadvantages compared to…

    • 330 Words
    • 2 Pages
    Satisfactory Essays
  • Powerful Essays

    What Makes Od, Od?

    • 2964 Words
    • 12 Pages

    WHAT MAKES OD, OD? * Dr. David W. Jamieson Organization development (OD) is more than 50 years old. In response to prevailing organizational values-in-operation that were partially a function of the times, OD offered a more holistic view of people and organizations, with an emphasis on humanistic and democratic values, and the belief that this different perspective was not only better for people, but also for organization performance. Prior to World War II, organizations typically operated…

    • 2964 Words
    • 12 Pages
    Powerful Essays
  • Powerful Essays

    History of Od

    • 5072 Words
    • 21 Pages

    Organization Development Organization development (OD) is a new term which means a conceptual, organization-wide effort to increase an organization's effectiveness and viability. Warren Bennis has referred to OD as a response to change, a complex educational strategy intended to change the beliefs, attitudes, values, and structure of an organization so that it can better adapt to new technologies, markets, challenges, and the dizzying rate of change itself. OD is neither "anything done to better an organization"…

    • 5072 Words
    • 21 Pages
    Powerful Essays
  • Powerful Essays

    Od Interventions

    • 2368 Words
    • 10 Pages

    Definition of od interventions: An OD intervention can be defined as “the set of structured activities in which selected organization units engage with a task or a sequence of tasks where the task goals are related directly or indirectly to organizational improvement ” “A set of sequenced and planned actions or events intended to help the organisation increase its effectiveness”. In an od intervention the entire process of diagnosis, alternative generation and making action choices are jointly…

    • 2368 Words
    • 10 Pages
    Powerful Essays
  • Better Essays

    Od Interventions

    • 1271 Words
    • 6 Pages

    today’s business world, organizations need to implement effective OD interventions aimed at improving performance at organizational, group and individual levels. OD interventions involve respect for people, a climate of trust and support, shared power, open confrontation of issues, and the active participation of stakeholders. OD interventions are broader in scope, usually affecting the whole organization (socio-technical systems). OD interventions are sponsored by the CEO and supported and “owned”…

    • 1271 Words
    • 6 Pages
    Better Essays
  • Good Essays

    Od and Change

    • 2611 Words
    • 11 Pages

    OD and Change The Message Is Clear - Change Or Disappear “There’s no off season anymore” - Nolan Ryan “You miss 100% of the shots you never take” - Wayne Gretsky “Somebody has to do something, and its just incredibly pathetic that it has to be us.” - Jerry Garcia, the Grateful Dead CHANGE - AN ONGOING PROCESS Companies no longer have a choice, they must change to survive. Unfortunately, people tend to resist change. It is not easy to change an organization, let alone an individual. This…

    • 2611 Words
    • 11 Pages
    Good Essays
  • Good Essays

    Uasc Od

    • 2626 Words
    • 11 Pages

    OD Final Project Presented to : Dr. Heba el Mehelmy Prepared by : Adham Oraby Shahine Galal Ahmed sherine Table of content: 1-Introduction 2-Analyze the structural and contextual dimension 3-Mechanistic or Organic 4-Domain and Sectors 5-Level of uncertainty 6-Organization technology 7-The workflow interdependence 8- The Organizational life cycle…

    • 2626 Words
    • 11 Pages
    Good Essays