A Framework to Map a Practice as Organization Development

Purpose–Characteristics, values and principles of OD make it a distinct and extremely valuable practice for the development of organizations, people and society at large. However, OD has also traditionally remained a hazy field of practice. This paper explores existing ambiguities about OD in practice in Indian organizations, and proposes a framework of guidelines that Indian organization and professionals could use to map and distinguish OD practices.Design/methodology/approach– Exploratory research based on quantitative primary data collection and secondary data collection from literature review.Findings– This research paper identified existing ambiguities in distinguishing OD from other business practices such as HR. It helped in developing clarity about distinguishing OD from other consulting practices and HR through a proposed framework of reference for mapping.Research limitations/implications– The paper is an exploratory study based on Indian OD, HR Training and Talent Management professionals.Practical implications– The paper provides insights into the perceptions, theories and practices of organization development; explores existing ambiguities in practice in India and provides a framework that consultants, practitioners and academia could use to map and distinguish a practice as OD. Organizations and practitioners could now leverage the true benefits of OD as a distinct practice having specific values and principles which have ever-increasing significance for wholesome development of organizations, their eco-systems, and people in particular.Originality/value– The paper is probably the first exploratory research that attempts at providing a comprehensive framework of guidelines that could be used to map a practice as OD.