Читать книгу Organization Development - Donald L. Anderson - Страница 53

Perhaps the value that differentiates organization development from most other management and consulting work is its emphasis on growth, development, and learning. Think about your own beliefs, skills, and attitudes compared to what they were 5 or 10 years ago. In small or perhaps more significant ways, you are likely to be different. You have learned from mistakes or perhaps changed a belief or habit based on experience. In organizational settings, people are no different. They are, and the organization itself is, “in process,” meaning that we see people and organizations as constantly evolving and changing. For OD consultants, this value implies that we choose not to give up on a person or group during challenging times, instead finding ways to help them grow and develop. This runs counter to the notion that unsuccessful people should be terminated and unsuccessful departments should be disbanded. Instead, it means first understanding the factors inhibiting success and then providing opportunities for change. This optimistic view of people and groups also implies that engagements and interventions should be constructed as opportunities for learning, so that the organization can learn not only to solve the immediate problem but also to learn how problems or situations like this one can be addressed next time, without fostering dependence on a consultant. Ideally, this learning process will become ingrained into the organization itself so that learning is increasingly a normal part of leadership and management (Schein, 1987).