How do the underlying values of organization development compare to the values underlying other types of change? Why do the values underlying OD make it particularly useful in shifting to an adaptive culture as described in Chapter 10 (Exhibit 10.5)?

Exhibit 10.5

Nonadaptive Corporate Cultures Adaptive Corporate Cultures Managers care deeply about customers, stockholders, and employees. They also strongly value people and processes that can create useful change (for example, leadership initiatives up and down the management hierarchy). Managers pay close attention to all their constituencies, especially customers, and initiate change when needed to serve their legitimate interests, even if it entails taking some risks. Managers care mainly about themselves, their immediate work group, or some product (or technology) associated with that work group. They value the orderly and risk- reducing management process much more highly than leadership initiatives. Core Values Common Behavior Managers tend to be somewhat isolated, political, and bureaucratic. As a result, they do not change their strategies quickly to adjust to or take advantage of changes in their business environments.