Around the Globe

An area for articles and resources connecting our OD world around the globe

Around the globe

The Self as an Instrument - A Cornerstone for the Future of OD

Mee-Yan Cheung-Judge - UK

This paper aims to demonstrate the importance for OD consultants of establishing effective relationships with clients and the use of self as an instrument, or instrumentality, in the work. The article builds upon the definitions of instrumentality developed by Warner Burke and Edwin Nevis in exploring key practices in owning and refining the use of self in our work.

The premise underlying my approach is that OD consulting necessitates a high degree of self-knowledge and personal development that must engage OD practitioners throughout their professional lives.

Organization Development in Benin

Ahouangnivo Timoléon - Benin

Unfortunately, in West Africa, there is a recurring fact about the weakness of the systems in place and the difficulty of the states in ensuring a quality public service for all citizens.

The capacity of the state to take charge of the rights and duties of citizens is best assessed through the quality of the public service.

The real problem is the weak capacity of the public service to respond adequately to the needs of all citizens with the development of practices and non-civic behaviors that, in turn, compromise the performance of the public service.

PhD-research on Learning in Organization Development

Fer van den Boomen - The Netherlands

Unfortunately, in West Africa, there is a recurring fact about the weakness of the systems in place and the difficulty of the states in ensuring a quality public service for all citizens.

Learning is central in management consultancy. At least that is what literature on consulting suggests. But there is very little empirical research on what consultants actually do behind the closed doors in management consultancy. Several authors emphasize the need to research the interplay between client and consultant further, in order to provide an in-depth understanding of the dynamics of their relation, especially when learning is concerned.

My Journey to South Africa

Laskshmi Devi – India

The seeds were laid for me in 2016, for flourishing in South Africa 2017. It was dormant and suddenly sprouted in April for participation.

The confirmation came in the form of a scholarship to me and then, the challenge of planning for the whole trip.When I became aware of what is not going right, I was extra cautious. There were obstacles throughout the journey. Missed my first VISA interview, travelled almost 40 hours back and forth to pick up certificates and spent hardly three hours at home. I took my dance costume, though unaware whether I would be performing! I kept a low key, however, trusting the magic; and then, the magic happened! Everything became possible. When there is intent, the universe shows the way and makes it possible.


Consultant José Campoverde Ayres - Peru

The universal nature of knowledge can constitute world change movements, as we have witnessed in medicine, physics, and agriculture, each at its own time. In the field of human learning mathematics, psychology, and languages, for example, all have had a vital influence on the growth of human relationships.

In this reference, Organization Development, known as OD, is gaining ground in world society because it is an international movement, and the knowledge it propounds is being successfully applied in different societies, in a great many organizations and institutions, business corporations...


Allon Shevat - USA

From its birth, Organization Development was designed for organizations based in the western world.

Consequently the values, diagnostic tools and interventions have a western bias. Increasingly, however we find that organizations are moving towards a global configuration, employing very diverse populations, many of whom do not share those same Western cultural values upon which OD is based. As a result, the application of Organization Development to global organizations is problematic. Frequently, the diagnostic skills of the practitioner are not aligned to understand the complexities encountered, and the interventions chosen are not aligned with global complexity. Most importantly, the Organization Development practitioner may exacerbate the very problems that she is trying to solve, because he over-identifies with one side, and misunderstands others.