Core Values

team-building-300x225Humanistic Values

Too often these days we hear horror stories of leaders and organizations who exhibit no concern or respect for the human beings under their stewardship.

Supporting all of our organization development actions is a firm foundation of humanistic values:

  1. Providing opportunities for individuals to function as human beings rather than as resources in the productive process.
  2. Providing opportunities for each organization member, as well as for the organization itself, to develop their full potential.
  3. Seeking to increase the effectiveness of the organization in terms of all of its goals.
  4. Attempting to create an environment in which it is possible to find exciting and challenging work.
  5. Providing opportunities for people in organizations to influence the way in which they relate to work, the organization, and the environment.
  6. Treating each human being as a person with a complex set of needs, all of which are important in their work and in their life.

Improved Organizational Performance

The objective of OD is to improve an organization’s capacity to handle its internal and external functioning and relationships. This include areas such as:

  • improved interpersonal and group processes,
  • more effective communication,
  • enhanced ability to cope with organizational problems of all kinds,
  • more effective decision processes,
  • more appropriate leadership style,
  • improved skill in dealing with destructive conflict,
  • higher levels of trust and cooperation among organizational members.

These objectives are from a value system based on an optimistic view of the nature of humanity — that a person in a supportive environment is capable of achieving higher levels of development and accomplishment. At the same time, scientific methods of inquiry, a rigorous search for causes, experimental testing of hypotheses, and review of results are essential to an organization’s development and effectiveness.

Self Management

Self-managing work groups allow the members of a team to manage, control, and monitor all facets of their work:

  • Employees assume personal responsibility and accountability for outcomes of their work.
  • Employees monitor their own performance and seek feedback on how well they are accomplishing their goals.
  • Employees manage their performance and take corrective action when necessary to improve both their own and the performance of other group members.
  • Employees seek guidance, assistance, and resources from the organization when they do not have what they need to do the job.
  • Employees help members of their work group and employees in other groups to improve job performance and raise productivity for the organization as a whole.

Organizational Self-renewal

The ultimate aim of OD practitioners is to “work themselves out of a job” by leaving the client organization with a set of tools, behaviors, attitudes, and an action plan with which to monitor its own state of health and to take corrective steps toward its own renewal and development. This is consistent with the systems concept of feedback as a regulatory and corrective mechanism.



Newton Margulies (1972). Organizational Development: Values, Process, and Technology. New York, NY: McGraw-Hill Book Co. p. 3

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