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If you have just heard the term organization development (OD) used recently, you may be surprised to learn that the practice of OD is now entering into its eighth decade (even though the term itself first began to be used in the 1960s; see Sashkin & Burke, 1987). Like the business and organizational environments where it is practiced, OD has grown and changed significantly during this time. This chapter highlights different strands of research and practice to illustrate how each of these traditions of OD can be seen, explicitly and implicitly, in how it is practiced today. Nine major traditions of OD research and practice are described here, though these blend together and intersect one another, and the themes in these nine traditions can be seen throughout later chapters. These trends follow one another more or less historically, though there is significant overlap and influence among each of them.

By becoming aware of the history of OD, you will be more aware of how it has been defined throughout its life, as well as the changes that the field has undergone from its historical roots. In addition, you will better understand how today’s practice of OD has undergone many years of research and practice to reach its current state.

The nine strands of OD research and practice discussed in this chapter are as follows:

1 Laboratory training and T-groups

2 Action research, survey feedback, and sociotechnical systems

3 Management practices

4 Quality and employee involvement

5 Organizational culture

6 Change management, strategic change, and reengineering

7 Organizational learning

8 Organizational effectiveness and employee engagement

9 Agility and collaboration

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