Challenging established notions, the traditional Organisational Development (OD) model is viewed as outdated in today’s complex, unpredictable business environment. The model’s reliance on ideal future states, gap analysis, and linear change processes is critiqued as unworkable due to the inherent unpredictability of human systems.
Instead, a fresh approach is proposed: complexity theory. This approach recognises that organisations are complex adaptive systems, where change is emergent and unpredictable. It argues for managing the evolutionary potential of the present rather than striving for an idealised future state.
Complexity theory also criticises the overuse of storytelling in OD. While stories can provide meaningful insights, an overreliance on narrative can lead to manipulation and oversimplification. The proposed solution is to use narrative in a more nuanced way, capturing stories in their natural environment and allowing patterns to emerge.
The piece also emphasises the importance of diversity in decision-making. It suggests that cognitive diversity can lead to more robust decisions, as different perspectives help to challenge assumptions and bring new ideas.
Finally, the article proposes that we move away from the ‘cult of leadership’ and towards distributed cognition. This means leveraging the collective intelligence of the entire organisation, rather than relying solely on the insights of a few leaders.
Go to source article: http://cognitive-edge.com/blog/shooting-the-sacred-cows-of-od/