组织发展理论与实践从工业化时代演进至今任然具有强大的生命力，因为采用组织发展系统理论方法与实践，解决了企业变革中遇到的核心问题：平衡组织利益与个体利益之间的矛盾，最大程度上实现或体现了人本主义的思想。这些系统的变革方法与理论体系，对当今的中国企业无疑也具有重大的作用。无论是民企还是国企在市场竞争日益剧烈的环境下，在全球化与信息化飞快发展的过程中，组织发展与变革成为永恒的主题，企业需要在市场环境中不断 自身的文化、制度、流程以适应市场与内部雇员的多重要求，对变革的设计、执行与反馈提出了更高的要求。国外OD学者专家通过德尔菲法，在全球范围内进行调查，总结出OD具有以下的特征与价值。
标签： 组织发展
组织发展介入干预技术（OD Intervention）
在组织发展阶段及过程模型中，组织发展最困难在于实施，即组织从一种状态过渡到另外一种状态，在实施过程中不但要面对组织成员的抵触还要预想组织变革可能产生的一些意想不到的结果。在这个过程中，选择恰当的组织发展介入干预技术，有助于变革的成功实施。 继续阅读“组织发展介入干预技术（OD Intervention）”
OD研究方法—经典行动研究（Traditional Action Research）
在变革管理中行动研究（Action research）一直是许多变革努力的基础。与其将它作为一种研究方法，不如将他作为一种变革的哲学、模型及流程来看待。与其他变革方法一样，行动研究将变革过程受到变革活动影响各方参与、投入及授权的一系列复杂活动，加以简化进行呈现。该模型作为顾问实施变革的指南，它帮助顾问与客户了解变革目前的阶段及下步将要进行的工作。French and Bell 在1999年对行动研究进行了经典的定义：“它是为了实现某种目标、目的或者系统的需要，而系统性收集目前系统运转的信息；将这些信息反馈系统；基于数据信息或假设采取措施行动；对行动的效果进行评估并且收集更多的信息。”
OD研究方法之—关键事件（Critical research）
关键事件研究方法来源于经典马克思主义。核心的思想是事物发展辩证的关系。关键事件研究假定每个企业具有独特的意识形态（ideology），是一套有关决策怎么做出，资源怎样在企业中分配，怎样有效的管理雇员以及怎样正确的相应外部变化的理性法则。Katz and Kahn （1978）描述的意识形态为:：“被产生出的为企业的存在及功能发挥提供的理由。”因此，意识形态是高于企业文化的，文化只是企业意识形态的显现。在人们信仰将会发生什么与实际发生之间，存在着不协调与紧张的关系。
OD（Organization development）之—什么是组织发展
全球化及信息技术的更广泛应用，使企业面临的环境更为动荡，为适应动荡的环境变化，企业必须不断的变革与创新，这就对组织发展及创新提出了更高的要求，组织创新成为制约许多中小企业发展的瓶颈。
对组织、个人计划变革（planned changed）是定义OD的重要组成部分，从OD产生的历史上看，组织发展起源于对个人、团体及组织的计划性变革，但在历史演进过程中，许多学者对其涵义进行了深化，不同的学者，对OD有不同的定义，从这些学者对OD的定义中，我们可以从不同的侧面来了解OD。
OD（Organization development）之—组织发展起源
组织发展实践最早起源于西方发达国家工业化过程，其中许多学者对OD的诞生作出了重要贡献。从1900年开始，许多学者的工作促使了OD的产生。弗洛伊德使人们意识到，有内在的因素驱使人们的行为，荣格描述了组织中的集体意识的存在，斯金纳将巴普洛夫的反射理论运用到人类身上，揭示了情景反射、刺激之间的关系，这些先驱者的研究是OD诞生的理论基础。在OD的发展过程中，有三位里程碑式的人物，他们是泰勒（Frederick Taylor,）、卢恩（Kurt Lewin and Wilfred Bion）、道格拉斯.麦格雷戈(Douglas McGregor)。
Emotional factor toward change
Client motion during transformation depends on how you design the process and method you use.
Now I involved in a project to design performance management system for big state-own enterprise which the resistance is so strong that everyone openly opposed the project at the beginning. Due to adapt difference method client fully involved in and become constructive. During the diagnostic research, we do not find problems with existing system; on the contrary, we try to find deep root course make client succeeded in the past and what they want to go in the future. On the focus group everyone talk proudly and openly and help us to redefine problem and even give out solution, and we are so glad to see the transfer take place. Because client find solution, the implementation encounter litter difficult and client fell delighted.
The method we use is one of OD method which called appreciate inquiry(AI), more information：www.appreciate inquiry. com
Change methodology
In practice, I found AI combine with RACI, really can accelerate transformation in large company.
I involved in a project to redesign performance management system for a grid company which the resistance is so strong that everyone openly opposed the project at the beginning. Due to adapt appreciate inquiry(AI), we encounter litter obstacle and the transformation really take place. During the diagnostic research, we do not find problems with existing system; on the contrary, we try to find deep root course make client succeeded in the past and what they want to go in the future. On the focus group everyone talk proudly and openly and help us to redefine problem and even give out solution, and we are so glad to see the transfer take place. Because client fined solution, the implementation encounter litter difficult and client fell delighted. In large scale implementation phase we design RACI strategy in every functional department and the project implementation successfully.
RACI模型在变革管理中的应用
变革设计往往是顾问头疼的问题，怎么系统设计组织变革方案，是项目顺利的关键，在绩效项目实施过程中，采用RACI模型，描述实施进程，取得了一些收获。
RACI是一个用以明确组织变革过程中的各个角色及其相关责任的相对直观的模型。其中英文涵义为：
谁负责（R = Responsible），负责执行任务的角色，具体负责操控项目、解决问题。
谁批准（A = Accountable），对任务负全责的角色，只有经其同意或签署之后，项目才能得以进行。
咨询谁（C = Consulted），在任务实施前或中提供指定性意见的人员。
告知谁（I = Informed），及时被通知结果的人员，不必向其咨询、征求意见。
模型建立方法：将绩效实施过程中的若干重要工作活动及相关利益各方列入矩阵中，顾问与各方人员集体讨论，确定利益各方在绩效变革中的组织角色及职责，明确各方职责及角色之后，在项目计划中体现出来，使各方明确在什么时候进行什么活动
采用RACI模型进行绩效变革实施之后，变革利益各方对实施路径及相关工作任务活动理解深刻，配合良好，避免了很多无效沟通，使项目实施进度及效率大为提高。
BEI访谈结构化设计
BEI(Behavior Event Interviewing)在能力模型设计的调研过程中具有重要作用，成果实施BEI能够得到Behavioral Indicators，从而成功提炼能力的基本行为要素。
A. Introduction: The purposes of this section are:
1.To develop satisfactory initial rapport with the interviewee
2.To set clear expectations about the process and scope of the interviewing
3.To reduce the anxiety of the interviewee so that he can provide the details sought in the interview.
Introduce yourself and the panel
Make small talk to set a relaxed tone
Explain the purpose of the interview
Outline the format of the interview
Clarify roles of the additional panelist
B. Trigger: The purpose of this section is:
1.To make the candidate recollect the critical event among the events that comes to his mind
2.To judge whether the event has the characteristics of the event solicited by the trigger
3.To give an opportunity to the candidate to change the event, if in the opinion of the interviewer/panelists, the event does not meet the characteristics sought by the trigger.
Give the candidate time to think of the event
Deliver the trigger and wait for the candidate’s response.
Repeat the trigger in case the candidate has not understood the trigger or if the interviewers/panelist feel that the event does not satisfy the characteristics sought by the trigger.
C. Structure of the Event: The purposes of this section are:
1.To get a clear outline of the event the interviewee is going to speak about
2.To get from the interviewee the start of the event for him or her involvement in the event and the end of the event or the end of her involvement
3.To divide the event into logical/critical and chronological sub stages between the start and the end of the event.
4.To create the skeleton for probing
Ask the candidate for the start, the end of the event and the important stages in between the start and the end.
Note down the structure on the assessment sheet. Please note ongoing events are to be broken and the end stage of the event could be even the time of the interview.
Repeat the structure for the understanding and confirmation by the interviewee and the co panelists.
Before beginning to probe confirm that the co panelists have the same structure as the interviewer.
D. Probing and details of the event: The purposes of this section are:
1.To get the details of the event
2.To understand the nature of the interviewee’s involvement in the event
3.To probe the thoughts, feeling and actions of the interviewee during the course of the event
4.To ‘live’ the event with the interviewee.
Take the interviewee back to the start stage of the event and begin to probe
Follow the structure of the event probe one sub stage at a time and proceed chronologically
Return to a previous sub stage in case the interviewer feels that some codable data is likely to emerge.
Ask no ‘leading questions’. Leading question is a question that is likely to lead the interviewee to a particular answer about her involvement in the event. Example: You must have consulted your boss at this stage, is it not?
Each sub stage in the structure of the event is a possible source of codeable data. Probe each stage to your satisfaction.
Legitimate Questions:
1. What were you trying to accomplish?
2. What was the first key thing you did?
3. How exactly did you do it?
4. Who else was involved at this stage?
5. Do you recall any conversation you had at this stage?
6. What exactly did you say?
7. What were you thinking at this stage?
8. What were you feeling at this stage?
9. Do you recall anything significant that happened at this stage?
10. How did it turn out?
11. Is there anything at this stage that you would wish to add that we have missed out?
12. What was your role?
D. Closure of the Interview: The purposes of this stage are:
1.To give an opportunity to the interviewee to add anything related to the event that has been missed out
2.To thank the interviewee and to close the interview.
Ask the interviewee if she wishes to add anything related to the event that has been missed out.
Thank the interviewee on behalf of the panel.