ABSTRACT
This chapter deals with example of the offering of replacement designations—"organizational transformation (OT) and organization development (OD): transformation, fine tuning, or rechristening?" It presents the United States army's organization effectiveness (OE), in addition, which was mostly survey/feedback but utilizes other well-known designs. Organization improvement (OI) relies mostly on creating high cohesive groups to induce and sustain behavioral change. This is, of course, team building with a work-methods orientation that is often called quality circles (QC), except by auto manufacturer. And others have argued that people need a very broad umbrella, like human resource development (for HRD) to encompass "it." Enthusiasm for renaming might reflect a kind of sectarianism or fractionating that has been enervating in other areas, and could also threaten organization development (OD) core values. Better to confront whatever issues underlie the impulses to differentiation, as opposed to tacitly buying into them or at least encouraging them by lack of concern about what "it" is called.
