What is Organization Development (OD)?

Ask ten practitioners to define Organization Development (OD) and you’ll likely hear ten different answers. Some emphasize facilitation, change management, and team effectiveness. Others highlight strategy, culture, and systems thinking. These differences aren’t mistakes—they reflect the rich, adaptive nature of a field that exists precisely to help human systems evolve in response to complexity.

But amidst this diversity, a unifying thread runs through all approaches to OD: a belief that organizations can learn, adapt, and thrive through intentional, human-centered change.

 The OHODN Definition: OD as a Capability

The Ontario Healthcare OD Network (OHODN) views OD not as a set of tools or tasks, but as a capability—a way of seeing, thinking, and intervening that helps organizations learn and grow.

Organization Development is “the art of influencing the behavior of human systems in order to improve the well-being, performance, and prosperity of said system.”

— Aiken, 2025

This definition emphasizes OD as both art and discipline—blending science, creativity, and compassion to guide systems toward health and effectiveness. It invites us to think beyond specific deliverables (like workshops or surveys) and focus instead on developing the capability to influence systems wisely. 

Unpacking the Definition

This deceptively simple definition raises profound questions for anyone interested in practicing OD well:

1. What are human systems, and how do they behave?

2. What does it mean to improve the well-being, performance, and prosperity of a system?

3. How does one influence the behavior of a human system?

4. How do we know the outcomes have been achieved?

5. How might someone improve their ability to practice OD?

6. Who “counts” as an OD practitioner?

Why This Matters in Ontario Healthcare

In Ontario’s complex healthcare system, OD capabilities are essential. Hospitals, community organizations, and health teams operate in interdependent networks that must adapt to evolving policies, technologies, and patient needs.

Developing OD capability means strengthening the system’s collective ability to:

• Navigate change with empathy and evidence;

• Build cultures of trust, learning, and inclusion; and

• Align strategy, structure, and behavior toward better health outcomes for all.

The “Chasing the Horizon” Blog Series

These questions—and the curiosity they inspire—form the foundation of OHODN’s “Chasing the Horizon” blog series. Each post will dive deeper into one aspect of OD capability, offering insights, stories, and tools from across Ontario’s healthcare organizations.

Together, we’ll explore how OD practitioners (and those who practice OD without the title) can build healthier, more resilient human systems—across teams, hospitals, and the broader health network. 

Key Takeaways

• OD is not defined by tasks, but by the capability to influence human systems for the better.

• The OHODN definition reframes OD as an art of systemic influence and intentional improvement.

• Building OD capability is essential to enabling learning, adaptation, and thriving across healthcare.

• The “Chasing the Horizon” series will help practitioners explore, deepen, and evolve their OD practice.

Join the Conversation

Stay tuned as we continue to explore these questions through the Chasing the Horizon series. Subscribe for updates or join the Ontario Healthcare OD Network to connect with peers advancing OD practice across the province.