Blended OD interventions: a successful application in Hong Kong

Terence K.Y. Chung

Chapter 7 in Cases in Organization Development and Change, 2026, pp 66-72 from Edward Elgar Publishing

Abstract: Major Focus of the Case: Hong Kong faces social challenges similar to those of other global cities: including the need for continuous growth in its social welfare system. A newly promoted director of a social service organization was determined to transform the organization into a cost-effective, client-focused, and operationally efficient entity. However, like many traditional NGOs in Hong Kong, the organization faced significant resistance to change due to a strong status quo. The leadership team aimed to strike a balance between transformational change and operational stability, choosing to avoid a radical shift out of concern that it might negatively impact morale and performance. To address these complexities, an external OD consulting team designed a blended approach interweaving five key intervention areas: diagnostic OD research, dialogic OD facilitation, training and development, coaching, and organizational redesign. This balanced approach enabled the organization to gradually implement change while minimizing disruption. Through a combination of research, large-group facilitation engaging different levels of professional and management staff, cross-team strategic projects, structured training and coaching, and organization re-design, this NGO successfully fostered awareness and engagement across all levels. The results demonstrated that a strategy combining diagnostic OD and dialogic OD interventions facilitated successful transformational change by aligning leadership commitment, employee empowerment, and organizational design.

Keywords: Diagnostic OD; Dialogic OD; Organization development; Change interventions; Transformational change; Managing change (search for similar items in EconPapers)
Date: 2026
ISBN: 9781035340965
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