Discovering critical-subaltern voices: an interpretive approach for transforming OD

Abstract

Purpose The dialogic nature of new organization development practices brought a dramatic shift in relation to the way OD has had been practiced in the past. However, contemporary literature indicates that OD still has to go a long way if it has to play a central role. The purpose of this paper is to speculate for the concerns being raised about OD practices and propose an interpretive approach to fill in the gaps. Design/methodology/approach This paper traces OD’s glorious journey, which began with egalitarian values. This section builds on the dynamics of power and politics which was integral to the OD movement and further reviews and critiques the contributions of new OD approaches that has its foundations in postmodernism and social constructionism. In the second part, the paper discusses the critical perspective and introduces the concept of subaltern to fill in the gaps in new OD approaches. Further, the paper finds a ground to integrate and redefine the boundaries of critical and subaltern studies. Findings The paper proposes an interpretive approach for designing and carrying out OD interventions and introduces the concept of critical-subaltern OD. This approach recognizes the importance to engage with the dialectics or contradictions present between (and within) OD interventions. Through this interpretive approach, the author positions critical-subaltern voices as an integral part of OD interventions and change management. Practical implications The interpretive approach gives an insight into the unacknowledged and unheard socially constructed realities of change and OD practices for sensemaking. The approach would also be instrumental in enhancing the levels of engagement and productivity in unacknowledged and non-dominant employees. Originality/value This paper is a departure from the modern literature of critical management studies and builds on the critical theory on OD. The paper proposes by roping in the benefits of subaltern studies into OD practices. The paper builds ways to include voices of those, who never gain a voice. In brief, toward the end of the paper, the author proposes an interpretive approach and moves toward critical-subaltern OD. Through this interpretive approach, the author positions critical-subaltern voices as an integral part of OD interventions and change management.