Читать книгу Organization Development - Donald L. Anderson - Страница 21

While individual and organization learning is a part of OD and a key value we will discuss in a later chapter, OD work is not confined to training activities. OD is not generally the context in situations in which learning is the sole objective, such as learning a new skill, system, or procedure. OD deals with organizational change efforts that may or may not involve members of the organization needing to learn specific new skills or systems. Many training and development professionals are gravitating toward OD to enhance their skills in identifying the structural elements of organizations that need to be changed or enhanced for training and new skills to be effective. Other aspects of the training and development profession, however, such as needs assessment, course development, the use of technology, or on-the-job training, are not central to the job of the OD practitioner.

In addition, most training programs are developed for a large audience, often independent of how the program would be applied in any given organization. While some OD interventions do incorporate training programs and skill building, OD is more centrally concerned with the systemic context that would make a training program successful, such as management support, job role clarification, process design, and more. As Burke (2008) writes, “Individual development cannot be separated from OD, but to be OD, individual development must be in the service of or leverage for system-wide change, an integral aspect of OD’s definition” (p. 23).