This piece reflects on my recent transition from practitioner to academic. Drawing from my experience, I highlight a case that explains what I see as a gap in organization development theory. Illustrating an as yet untheorized aspect of how dialogic and diagnostic theories come together, I propose a future focus of integrating the virtues of these two perspectives.
BusheG. R.MarshakR. J. (2009). Revisioning organization development: Diagnostic and dialogic premises and patterns of practice. Journal of Applied Behavioral Science, 45(3), 348-368. https://doi.org/10.1177/0021886309335070
2.
HastingsB. J.SchwarzG. M. (2019, July). Diagnostic and dialogic organization development: Competitive or collaborative focuses of inquiry? In Academy of Management Proceedings (Vol. 2019, No. 1, p. 10662). https://doi.org/10.5465/AMBPP.2019.42
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OswickC. (2009). Revisioning or re-versioning? A commentary on diagnostic and dialogic forms of organization development. Journal of Applied Behavioral Science, 45(3), 369-374. https://doi.org/10.1177/0021886309338687
