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Experimenting with organisational development in Bhutan: A tool for reform and the achievement of multi‐level goals?
Author(s) -
O'Flynn Janine,
Blackman Deborah
Publication year - 2009
Publication title -
public administration and development
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.574
H-Index - 44
eISSN - 1099-162X
pISSN - 0271-2075
DOI - 10.1002/pad.524
Subject(s) - context (archaeology) , suite , sociology , scale (ratio) , civil society , political science , public administration , management , public relations , law , economics , politics , paleontology , physics , quantum mechanics , biology
Abstract In this article we present a unique study of how a nation, Bhutan, is using a specific change management approach—organisational development—as the lever for system‐level change in pursuit of a complex, multi‐level suite of goals to, ultimately, enhance Gross National Happiness (GNH). We argue that this represents one of the first attempts at using OD for wide‐scale change, something hinted at decades ago, and flagged by recent work coming out of the United Nations Development Program and civil society organisations (CSOs). Conceptually, we point to a high level of fit between the Bhutanese development philosophy and OD, and argue there is great potential for using OD in the context. However, we raise a series of issues around the practical feasibility of this approach highlighting important points of tension which pose major challenges for the Bhutanese experiment. Copyright © 2009 John Wiley & Sons, Ltd.