ABSTRACT
The purpose of this chapter is to critically explore whether People and Organisation Development (P&OD) is more than just a 'big bag' of interventions used by practitioners in the field. The role and value of interventions in OD are somewhat blurred in the field. Although there has been much writing about interventions in OD, there appears to be missing stands of data around its effectiveness and location in the field. One of the most influential perspectives on managing change is what we fondly call organisation development or OD. Organisations have a need for quick-fix solutions that fit into the time horizon of the financial year. This can appear contrary to the premise on which people and organisation development is built. To help critically analyse the effects of this impact, one must first identify who owns or influences OD to the benefit or detriment of the client.
