Editing Organization development (section)

== Understanding organizations ==
Weisbord presents a six-box model for understanding organizations:

#Purposes: The organization members are clear about the organization's mission and purpose and goal agreements, whether people support the organization's purpose.
#Structure: How is the organization's work divided up? The question is whether there is an adequate fit between the purpose and the internal structure.
#Relationship: Between individuals, between units or departments that perform different tasks, and between the people and requirements of their jobs.
#Rewards: The consultant should diagnose the similarities between what the organization formally rewarded or punished members for.
#Leadership: Is to watch for blips among the other boxes and maintain balance among them.
#Helpful mechanism: What must the organization attend to in order to survive and thrive—procedures such as planning, control, budgeting, and other information systems.<ref>Bradford, D.L. & Burke, W.W. eds, (2005). ''Organization Development.'' San Francisco: Pfeiffer.</ref>
===Modern development===
In recent years, serious questioning has emerged about the relevance of OD to [[Change management|managing change]] in modern organizations. The need for "reinventing" the field has become a topic that even some of its "founding fathers" are discussing critically.<ref>Bradford, D.L. & Burke, W.W.(eds), 2005, Reinventing Organization Development. San Francisco: Pfeiffer.</ref>

With this call for reinvention and change, scholars have begun to examine organizational development from an emotion-based standpoint.  For example, deKlerk (2007)<ref>deKler, M. (2007). Healing emotional trauma in organizations: An O.D. Framework and case study.  Organizational Development Journal, 25(2), 49-56.</ref>  writes about how emotional trauma can negatively affect performance.  Due to downsizing, outsourcing, mergers, restructuring, continual changes, invasions of privacy, harassment, and abuses of power, many employees experience the emotions of aggression, anxiety, apprehension, cynicism, and fear, which can lead to performance decreases.  de Klerk (2007) suggests that in order to heal the trauma and increase performance, O.D. practitioners must acknowledge the existence of the trauma,  provide a safe place for employees to discuss their feelings, symbolize the trauma and put it into perspective, and then allow for and deal with the emotional responses.  One method of achieving this is by having employees draw pictures of what they feel about the situation, and then having them explain their drawings with each other.  Drawing pictures is beneficial because it allows employees to express emotions they normally would not be able to put into words.  Also, drawings often prompt active participation in the activity, as everyone is required to draw a picture and then discuss its meaning...

The use of new technologies combined with globalization has also shifted the field of organizational development. Roland Sullivan (2005) defined Organization Development with participants at the 1st Organization Development Conference for Asia in Dubai-2005 as "Organization Development is a transformative leap to a desired vision where strategies and systems align, in the light of local culture with an innovative and authentic leadership style using the support of high tech tools. Bob Aubrey (2015)<ref name="Measure of Man">{{cite book|last1=Aubrey|first1=Bob|title=The Measure of Man: Leading Human Development|date=September 2015|publisher=McGraw Hill Education}}</ref> introduced Key Development Indicators to help organizations go beyond performance and align strategy, organizations, and individuals and argued that fundamental challenges such as robotics, artificial intelligence, and genetics prefigure a regeneration of the field.