The case of OD in an NGO in India

Abstract

Purpose

This paper aims to report an organizational development (OD) exercise carried out in a prominent non‐governmental organization (NGO) that works in the area of rights and advocacy in India.

Design/methodology/approach

The exercise was part of the first author's graduate program, which required the application of behavioral science theory to a live organization under the supervision of her advisor, the second author. The organizational development exercise spread over four months, involved entering an organization, interacting with key participants and stakeholders of the organization both formally and informally, diagnosing issues facing the organization and a mirroring exercise with the management at the end of the intervention to provide feedback.

Findings

Some of the issues and improvement areas that emerged through the exercise are discussed in the paper. It also offers reflections on some of the key lessons learnt during the process of intervention, with implications for OD in developmental organizations.

Originality/value

The paper offers insights into OD interventions in the developmental sector, posing a different set of challenges than conventional organizations, and also because the organization itself was in a state of flux at the time of the intervention.

Citation

Nair, N. and Vohra, N. (2011), "The case of OD in an NGO in India", Journal of Management Development, Vol. 30 No. 2, pp. 148-159. https://doi.org/10.1108/02621711111105740