Organization Development and Knowledge Management

When the editors were discussing these first editions of the ODKM Learning Edge, we wanted to include community voices. We hoped to hear from alumni from a wide span of the 30-year program.

The current curriculum in the Master of Organization Development and Knowledge Management program at the Schar School of Policy and Government is a mix of classes that have been part of the curriculum since the very beginning as well as newer classes meant to address the current working and organizational landscape.

A summer study-abroad adventure took students to London and Oxford—with the Schar School dean. See what they did and who they met and learn why study-abroad is vital to higher education.

We enter group spaces carrying invisible scripts: how to belong, how to lead, how to stay safe from conflict or vulnerability. But what happens when those scripts no longer work? When the group itself becomes a mirror, reflecting back our blind spots, our values, and our deepest questions about power, safety, and connection?

On September 13, four students from ODKM Cohort 29 will host a Learning Community event, Secret Agents of Change: Inner Development for Outer Transformation. The event will be a fun-filled day of engaging discussions, interactive activities, and expert insights into the IDG framework.

The Inner Development Goals (IDGs) are a new framework of 23 leadership competencies that were developed in 2021 through a collective process involving some of the biggest names in organization development, coaching, and adult development, including Peter Senge, Otto Scharmer, Robert Kegan, and many other names you would likely recognize.

I was at a recent gathering of Chief Human Resources Officers (CHROs), organized by the Institute for Corporate Productivity (i4cp).

When we think about the capabilities organization development (OD) and change leaders need, research skills aren’t always at the top of the list. We often focus first on facilitation, systems thinking, or coaching—and understandably so. However, in my experience, the ability to design and conduct thoughtful inquiry is just as essential. It’s how we build trust, navigate complexity, and ensure our work leads to meaningful outcomes.

Unsuccessful strategic planning meetings often fall apart because the group gets ahead of itself. This kind of misstep is common in organizational change efforts, where organization development practitioners are trained to help groups surface unspoken dynamics, acknowledge history, and create the conditions for authentic dialogue.

The shift from traditional, individual-centered leadership models to collective, sensebreaking approaches, emphasizes the role of shared leadership practices, collaborative action, and interpersonal skills as essential for navigating complex organizational challenges.