ABSTRACT
Theories of organizational learning and development (OL&D) abound but there is scant evidence available of their practical value. Another is the absence of a widely recognized, and accepted, theory and method for evaluation. Yet it is evidence and evaluation that should be the hallmarks of professional practice, which leaves a huge question about professionalism hanging over these fields. An added complication is organization developers either do not want, or are unable, to influence organization design; and poor organization design is bound to limit their opportunities for organizational improvement. OL&D and design are highly skilled jobs but, once a solid theoretical foundation has been laid, the principles and tools can be kept relatively simple. Organizational Learning and Development: From an evidence base focuses more on organizational maturity and ends with rating maturity levels in line with international efforts to produce meaningful, human capital reporting.
