by Tommy Davis, PhD
Organizational Development (OD) is a multidisciplinary field that continues to define its role within the professional sector. Leaders across various industries—whether managing laborers, administrators, or managers—are consistently challenged by changes both internal and external to their organizations. The core purpose of OD, as its name suggests, is to develop organizations by leveraging human capital to enhance structural efficiency.
A recurring theme in OD is the emphasis on transformation. As Anderson (2015) observes, "Perhaps the point on which most definitions agree is that the backdrop and purpose of organization development is change" (p. 3). This analysis explores organizational development from the perspective of change, which is essential for aligning with evolving market trends while ensuring that human capital remains engaged, productive, and healthy.
Organizations are established with specific missions, and they rely on people to achieve their goals. However, to remain relevant, organizations must adapt, which inevitably impacts the individuals within them. While change can create friction, it is the responsibility of leaders to manage this process carefully, considering both the employees' welfare and the organization's objectives. Leaders must maintain credibility and effectiveness with key stakeholders—employees, customers, and suppliers—because change is a constant factor in these relationships. If an organization lacks the functional workforce to satisfy customer needs after securing resources from suppliers, failure is inevitable. Therefore, a balanced approach to managing these interconnected elements is critical.
At the heart of OD is the recognition that organizations consist of people whose value must be maximized for both internal success and external service delivery. Anderson (2015) explains the complex nature of organizational environments, stating, "An incredible amount of information exists in organizational environments that must be given meaning (think, for example, of the competitive landscape, Wall Street expectations, financial performance, past history of the firm, union agreements and employment conditions, customer expectations, and much more)" (p. 82). Thus, OD maintains its relevance when it successfully bridges management principles with the productivity of frontline employees.
Furthermore, Adams and Raithatha (2012) introduce a compelling metaphor for organizational structure, comparing rigid, hierarchical organizations to spiders and decentralized organizations to starfish. In their analogy, spiders represent organizations where the vision is centralized at the top, while starfish represent organizations that thrive on shared vision and peer relationships. "Cut the head off a spider and it dies; cut the arm off a starfish and you probably end up with two starfish" (p. 65), illustrating how different organizational structures respond to change and adversity.
References
Adams, B., & Raithatha, M. (2012). Building the kingdom through business. Watford: Instant Apostle.
Anderson, D. L. (2015). Organization development: The process of leading organizational change. Los Angeles: SAGE.
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