Organizational Development.

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Abstract
If as much organization development (OD) were occurring as is claimed by people who say they are "doing OD", we would have much more evidence of change in organizations than I believe presently exists. I have occasion to talk with a great many of the faithful in the field who are quick to affirm their commitment. As the conversation progresses, however, I inevitably discover that either (a) they do not actually believe significant change is occurring in their organization, or (b) they ask me if I know of any new techniques for really getting OD underway. The purpose of this paper is to explore this apparent contradiction and to try to account for it. First I point to evidence that OD is a popular and growing field. Then describe some of the current problems and limitations of OD. Next I discuss some of the forces which are shaping the current practice of OD. And, in conclusion, I briefly explore the future of organization development.

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