Three change strategies in organization development: data-based, high engagement and generative

Abstract

PurposeThis article categorizes organization development (OD) approaches to change management into three categories and explains their differences and when each might be most appropriate. It focuses on the differences between two different change strategies that utilize the same methods and are associated with a Dialogic OD mindset: high engagement and generative. The generative change strategy is the newest and least discussed in the change literature. The article endeavors to alert practitioners and researchers to important differences that make the generative change strategy the most rapid and transformational catalyst for change of the three.Design/methodology/approachDescriptions of the high engagement and generative change strategies are followed by brief case examples. The differences in roles and activities of leaders (sponsors), change agents and those affected by the change are identified. Propositions about when each strategy is appropriate are offered.FindingsThe rate and depth of change produced by generative change is beyond what change professionals normally aspire to. High engagement strategies appear to be the most common form of dialogic organizational consulting. It is probably not coincidental that managerial control is retained while engaging the targets of change in participating on some aspect of change planning and solution finding. Generative strategies that lead to rapid transformations are based on complexity science, so are more agile, emergent and self-organizing, and thus less managerial control. A generative strategy is of limited value when high levels of interdependence or large capital outlays require central coordination of change. In such cases, high engagement is a better choice.Originality/valueThe authors believe this is the first article to identify the differences between high engagement and generative strategies utilized by Dialogic OD practitioners using large group interventions and propose when each may be the most appropriate. Additionally, the generative change model provides a new lens for creating a path to the agile organization.

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