Organizational development
In the Netherlands, the field of Organization Development (OD), also known as “Organisatieontwikkeling,” focuses on human-centered change. Since its inception in the 1950s, OD has evolved and faced criticism, sparking a broad discussion about what organizational development truly entails and its contributions as a change management approach. This section explores the answers to these questions.
Download van Nistelrooij & De Caluwe (2016)
In this essay from 2016, we explore a question which is widely recognized in the world of practitioners of change and which seems a problematic issue in any change process, but is badly understood in theory: “What is happening when there is a lot In this essay from 2015, we explore a question which is widely recognized in the world of practitioners of change and which seems a problematic issue in any change process, but is badly understof enthusiasm about a change initiative and a lot of knowledge about the change, but nothing happens?” Why is coming into action so difficult in any change process? We ourselves, being scholars as well as practitioners, are in the middle of trying to understand the answers to these questions. In this essay, we will explore the literature to shed light on this. We discuss that (a) “people consistently act inconsistently,” (b) resistance is a multi-layered and multi-meaning concept that needs reconceptualization, and (c) perception of the change recipient plays a pivotal role in every change process.
At the request of the editorial team of the journal ‘Leren in Organisaties’ (Learning in Organizations), a special issue on Organisatieontwikkeling (Organization Development) was published in the November 2009 edition (issue 11), guest-edited by Antonie van Nistelrooij. This issue focuses on recent practical insights, new trends and perspectives, and provides an overview of a recent national survey on the application of organization development in the Netherlands. Contributors to the issue include Anke Baak from Schouten Nelissen, Prof. Dr. Léon de Caluwé from Twijnstra Gudde, and Hans Doodeman, who is an independent organizational consultant affiliated with UWV (Employee Insurance Agency).
Download article on Constructionist OD
In November 2010, a special issue on Organization Development was published in The Journal of Change Management, edited by Antonie van Nistelrooij & Harry Sminia. Below, you can download the Guest Editorial and some of the key articles, including contributions from the editors themselves, Renate Werkman’s article on ‘Organization Development & Sense Making,’ and an article by Fritz Korten, Léon de Caluwé, and Jac Geurts titled ‘The Future of OD.’
In previously published articles in M&O and the Journal of Change, the focus was on the underlying values of OD and their implications for designing change processes in the public sector. Insights were derived from a longitudinal study conducted at the newly merged UWV, involving multiple researchers using the internationally recognized research method Minnesota Innovation Research Program (MIRP). The change process was led by Hans Doodeman, with co-guidance from Marcel Kuhlmann and Evelien Palland, and examined in collaboration with Harry Sminia, Jiskje Veenstra, and Floor Hesselmans.
This research was also published as a chapter in an English-language Routledge publication titled Managing Organizational Change in Public Services; International Issues, Challenges and Cases, edited by Rune Todnem By and Calum McLeod, released in March 2009.
To order the book, you can visit Routledge.com.
The distinctive aspect of Organization Development (OD) as a change management approach is its focus on the development of individual employees. Central concepts include ‘sustained change’, ‘changing by learning’, and ‘change leadership’. The essence and interconnectedness of these concepts are explored in the book mentioned above.
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juni 4, 2020