gathering initial data to understand the problems facing the organization or to determine the positive areas for inquiry.

The contract spells out future change activities, the resources to be committed, and how OD practitioners and organization members will be involved

- can focus on understanding organizational problems, including their causes and consequences, or on collecting stories about the organization’s positive attributes.

a collaborative process between org. Members and the OD consultant to collect pertinent info.

Interventions are designed to achieve the organization’s vision or goals and make action plans to implement them.

Institutionalizing successful changes involves reinforcing them through feedback, rewards, and, training.

Feedback to organization members about the intervention’s results provides information about whether the changes should be continued, modified, or suspended.

limited dimensions and levels of the organization, such as the decision-making processes of work groups.

occur within the context of the organization’s existing business strategy, structure, and culture and are aimed at improving the status quo.

are directed at significantly altering how the organization operates.

changing multiple levels of the organization, from top-level management through departments and work groups to individual jobs.

may be internal or external consultants who offer professional services to org. - those specializing in fields related to OD, such as reward systems, org design, quality

- conceptual and analytical ability, integrity, personal centerin, active learning skills, PSM, enterpreneurial skills

- conceptual and analytical ability, integrity, personal centerin, active learning skills, PSM, enterpreneurial skills

listening, trust and rapport, giving and receiving feedback, negotiation skills, counselling and coaching.

org diagnosis, designig and executing an intervention

planned change, action research model, contemporary approaches, assessing and institutionalizing change programs

recognizes that org exist in the context of a larger environment that affects how the org performs

suggest that org and their subsystems (departments, group, and individuals) share a number of common features

can directly or indirectly affect the attainment of org objectives (social, technological, ecological, economic, and political factors)