Experimenting with organisational development in Bhutan: A tool for reform and the achievement of multi-level goals?

Janine O'Flynn, Deborah Blackman

    Research output: Contribution to journalArticle

    Abstract

    In this article we present a unique study of how a nation, Bhutan, is using a specific change management approach-organisational development-as the lever for system-level change in pursuit of a complex, multi-level suite of goals to, ultimately, enhance Gross National Happiness (GNH). We argue that this represents one of the first attempts at using OD for wide-scale change, something hinted at decades ago, and flagged by recent work coming out of the United Nations Development Program and civil society organisations (CSOs). Conceptually, we point to a high level offit between the Bhutanese development philosophy and OD, and argue there is great potential for using OD in the context. However, we raise a series of issues around the practical feasibility of this approach highlighting important points of tension which pose major challenges for the Bhutanese experiment.
    Original languageEnglish
    Pages (from-to)133-144
    JournalPublic Administration and Development
    Volume29
    Issue number2
    DOIs
    Publication statusPublished - 2009

    Fingerprint Dive into the research topics of 'Experimenting with organisational development in Bhutan: A tool for reform and the achievement of multi-level goals?'. Together they form a unique fingerprint.

    Cite this