A conceptual framework for practicing inclusive dialogic organization development in times of uncertainty and complexity

Abstract

Purpose The purpose of this paper is to propose a conceptual framework for practicing inclusive dialogic organization development (OD). Design/methodology/approach This paper reviews and presents Robert Kegan’s theory and practice of deliberately developmental organization as an exemplary model for dialogic OD. Findings The paper suggests three conditions to make the constantly emerging organizational reality socially just, equitable and inclusive – whole self, psychological safety and leader vulnerability. Originality/value The originality of this paper lies in making explicit issues of power in dialogic OD literature and providing implications for human resource development on how to lead and develop organizations inclusively in times of uncertainty and complexity.