SUMMARY
Traditional OD, at its best, is about entering a system that is ready for change. And traditionally, OD practitioners have operated on the assumption that the “organization” (that is, most likely the leadership group in the organization) is ready for change—but the people in it are not. Further, OD practitioners often accept the assumption that it is part of their jobs to create an atmosphere in which people feel inspired and free to change. Helping organizations create such an atmosphere is an essential part of a “consultant’s” work in traditional OD. Mayhew (2006) writes: “Resistance is reduced when a change plan is thoughtful and credible enough that people believe it will work and are willing to follow it” (p. 112).
Appreciative ...
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