This document discusses the convergence of various disciplines like knowledge management, organization development, design thinking, and systems thinking. It suggests that the boundaries between these fields are blurring as they increasingly overlap and inform one another. For example, knowledge management may be the future of organization development, or organization development may shape the future of knowledge management. The document also provides an overview of the key processes and principles of organization development, such as alignment with organizational strategy, addressing human and organizational needs, and taking a diagnostic and dialogic approach to creating change through changing conversations within organizations.
4. DIAGNOSTIC
DIALOGIC
1. Contracting
2. Data Collection
3. Data Analysis
4. Feedback
5. Action Planning
6. Action Taking
7. Evaluation
8. Termination
• Reality and relationships are socially constructed
• Organisations are meaning making systems
• Language, broadly defined, matters
• Creating change requires changing conversations
• Groups and organisations are inherently self-organising
*
**
5. “If we aspire to both the labels and the roles of helper,
counselor, adviser, and supporter, using ourselves as key
instruments, we must undertake a process of lifelong
discovery and of owning and refining our instrumentality.”
Mee-Yan Cheung-Judge, The Self as an Instrument
