OpenSourceOD

OD Practitioner Oath
& Ethical Guidelines

Creating the Oath & Guidelines

Organization Development
Practitioner Oath

I pledge to serve human systems with care and respect, always keeping the well-being of individuals, teams, and communities at the forefront. I recognize that aligning ethics, values, and impact is an ongoing work in progress. Whether I am new or experienced, I commit to regular self-reflection and dialogue with my peers. I will continuously examine my actions to ensure they align with my core values.

I vow to work side by side with my colleagues and clients, sharing ideas openly and admitting when my tools or methods fall short. I promise that any suggestions I offer are meant for reflection only—they are not final answers and will not be passed on as absolute truths.

I commit to using change methods with honesty. I will accept feedback with humility and adjust my work when real-life insights call for change. I will safeguard sensitive information and honor the trust placed in me.

I promise to invite and honor the varied voices that strengthen our practice and drive genuine, ethical change. I will actively seek and respect diverse perspectives in all my work.

This oath guides me in every step of my practice in Organization Development, ensuring I act with care, truth, and respect while remaining open to growth and change.

Make the Pledge

Say yes to the work

By checking this box, I affirm my commitment to this oath. I understand it’s more than a symbolic pledge —it’s a genuine promise to practice Organization Development with care, truth, and integrity. I agree to be listed among those who choose to live these values.

Ethical Guidelines for OD Practitioners

1. Care & Respect

Ensuring care and respect is vital because OD work affects people’s lives and well-being, and overlooking this can lead to harm or disengagement. Ethical dilemmas arise when the need for rapid change conflicts with the slow, deliberate process required to truly understand and address individual needs.
- Do: Always consider the well-being of all people and groups.
  Example (Ethical): Before planning any change, ask team members how they feel and what they need.
- Don't: Rush to make decisions that might harm or ignore team concerns.
  Example (Unethical): Imposing changes without checking with those affected.
- Do: Honor diverse views by inviting different opinions.
  Example (Ethical): Hold sessions where everyone, including quieter voices, can share their ideas.
- Don't: Ignore or dismiss viewpoints that differ from your own.
  Example (Unethical): Only seeking input from a few senior members while leaving out others.

2. Collaboration & Transparency

Collaboration and transparency build trust and foster shared ownership, making change efforts more effective and sustainable. Dilemmas occur when power dynamics or organizational pressures tempt practitioners to withhold information or work unilaterally.
- Do: Work together with colleagues and clients, sharing ideas openly.
  Example (Ethical): Organize regular team meetings to discuss progress and challenges.
- Don't: Act in secret or hide the limitations of your methods.
  Example (Unethical): Claiming your approach is perfect without mentioning known limits.
- Do: Clearly state that suggestions are tools for reflection, not final answers.
  Example (Ethical): Remind the team that insights are for internal discussion only.
- Don't: Present draft ideas as definitive solutions for clients.
  Example (Unethical): Sharing early drafts with clients as if they are final conclusions.

3. Responsibility & Integrity

Responsibility and integrity are the foundation of professional accountability, ensuring that actions are based on solid evidence and ethical standards. Ethical dilemmas emerge when practitioners face pressure to deliver quick results, which may tempt them to overpromise or conceal mistakes.
- Do: Use proven methods and be honest about what you know and do not know.
  Example (Ethical): When an intervention doesn’t work, explain its limits and seek better solutions.
- Don't: Overpromise on outcomes or hide errors in your work.
  Example (Unethical): Claiming a tool is foolproof despite past failures.
- Do: Keep all sensitive work and insights confidential.
  Example (Ethical): Secure reports and review them internally before any client review.
- Don't: Share private information or unpolished ideas as final work.
  Example (Unethical): Posting internal feedback on public platforms without consent.

4. Continuous Learning & Reflective Practice

Ongoing reflection and learning are critical because they enable practitioners to adapt to new challenges and improve their interventions continuously. Ethical dilemmas may occur when practitioners ignore feedback or rely too heavily on outdated practices despite clear signals for change.
- Do: Regularly reflect on your work, using both self-assessment and feedback from peers.
  Example (Ethical): After each session, review what worked and what could be improved, then adjust your approach.
- Don't: Ignore feedback or assume that your current methods are always best.
  Example (Unethical): Relying solely on past practices without considering new insights.
- Do: Trust your own judgment while staying open to learning from others.
  Example (Ethical): If a suggestion feels off, note your own observations and discuss them with your team.
- Don't: Rely solely on a tool or preset method without personal reflection.
  Example (Unethical): Using a tool’s output as the final word without critical review.

5. Ethical Use of Tools & Interventions

Using tools and interventions ethically ensures they serve as guides rather than final solutions, preserving the need for human judgment and context. Dilemmas arise when there is an overreliance on technical outputs, which can lead to decisions that fail to address the nuances of human behavior.
- Do: Use tools and interventions as a starting point for deeper thought and discussion.
  Example (Ethical): Introduce a tool’s results as a basis for team discussion rather than final answers.
- Don't: Treat any tool as a complete solution or share its output as a finished product.
  Example (Unethical): Presenting automated suggestions as the sole basis for a client decision.
- Do: Follow ethical standards at all times in your practice.
  Example (Ethical): Before any intervention, review your ethical commitments and ensure the process respects everyone involved.
- Don't: Compromise ethical standards in the rush to produce quick results.
  Example (Unethical): Cutting corners or skipping ethical checks to meet deadlines.

6. Humanity & Citizenship

Prioritizing humanity and citizenship in all behaviors is essential to create fair and comprehensive solutions that reflect the needs of all stakeholders. Ethical dilemmas occur when practitioners must balance dominant cultural norms against the need to challenge and change systemic biases.
- Do: Actively include diverse voices to enrich your work and challenge your assumptions.
  Example (Ethical): Create opportunities for team members from various backgrounds to share their perspectives and shape the change process.
- Don't: Allow a narrow viewpoint to dominate or marginalize others.
  Example (Unethical): Making decisions that only reflect the views of a dominant group.
- Do: Recognize that diversity, equity, and inclusion are central to strong OD practice.
  Example (Ethical): Ensure that your methods and interventions consider the needs of underrepresented groups.
- Don't: Ignore the importance of fairness and inclusivity in your approach.
  Example (Unethical): Overlooking the impact of systemic biases in your interventions.

7. Ethical Use of Artificial Intelligence

Ethical use of AI tools is important as they can offer valuable insights while still requiring human oversight to ensure context and ethics are maintained. Dilemmas may surface when there is pressure to rely on AI-generated outputs without sufficient critical review or when biases in AI data affect outcomes.
- Do: Use AI tools as a starting point to gather ideas and spark discussion.
  Example (Ethical): Share AI-generated insights with your team as one of several sources, then add your own views.
- Don't: Rely solely on AI output to make decisions or share it as final advice.
  Example (Unethical): Presenting AI results as the only basis for a client decision without your own review.
- Do: Check AI suggestions against your own knowledge and ethical standards.
  Example (Ethical): Before acting on an AI recommendation, compare it with real-life insights and your own judgment.
- Don't: Use AI tools to bypass critical thinking or ignore ethical guidelines.
  Example (Unethical): Skipping thorough review of AI outputs to meet deadlines or to avoid extra work.

Informative References

Organization Development Network
Statement of Values and Ethics

Published in: Values and Ethics in Organization and Human Systems Development (Jossey-Bass, 1990) – widely cited; summary available via OD Network archives.

Summary: A seminal values statement co-created by over 600 OD professionals from 25 countries, outlining the core values and ethical principles guiding OD practice (link). It was intended as a “working document” of the profession’s shared values and ethical guidelines. This framework emphasizes humanistic values, such as empowerment, justice, and respect, and has served as a foundation for many OD codes of ethics. (Note: Historical document; the statement itself is not openly posted on OD Network’s current site, but it is referenced in OD Network publications. Open-access summary; full text in published book – subscription or purchase required.)

International Society for Organization Development & Change (ISODC)
Code of Ethics

Published: ISODC Website

Summary: The code of ethics shared on the ISODC website lays out the values that shape how we show up as OD professionals. It’s not just a list of ideals—it’s a guide for how we work with people, teams, and systems. It calls us to focus on quality of life, real growth, fairness, dignity, and doing right by others. It pushes us to be open, to build honest relationships, and to care about results that help everyone, not just a few. It reminds us that freedom and responsibility go hand in hand, and that good work means looking at the whole system—not just parts of it. This code asks us to stay grounded in reality, face tough issues, and help others do the same. It’s about doing work that matters, in a way that respects people and builds something better together.

International Organization Development Association
Statement of Values and Ethics

Published in: Values and Ethics in Organization and Human Systems Development (Jossey-Bass, 1990) – widely cited; summary available via OD Network archives.

Peer Reviewed Articles

Ethical dilemmas in organization development: A cross-cultural analysis.
Authors: Louis P. White and Melanie J. Rhodeback (1992) – Journal of Business Ethics, Vol. 11(9) – Subscription Required. Journal of Business Ethics.

Summary: A foundational study examining how cultural context influences perceptions of ethical issues in OD consulting. The authors surveyed U.S. and Taiwanese participants with ethical dilemma vignettes, finding significant cultural differences in what is deemed ethical and who is held responsible (link). Notably, U.S. respondents rated questionable OD practices as more unethical (and less likely to occur) than Taiwanese respondents, who tended to see responsibility as more shared. The study concludes that OD ethical frameworks must incorporate cultural differences and calls for cross-cultural ethics training for OD practitioners.

A Model of Organization Development Ethics
Author: C. M. Dick Deaner (1994) – Public Administration Quarterly, Vol. 17(4) – Subscription Required
Link: JSTOR / ProQuest (Public Administration Quarterly, Winter).

Summary: This peer-reviewed article proposes a practical model of ethical principles to guide OD interventions. Deaner responds to debates in the OD field by presenting a simple model of principles that OD practitioners and client systems can use to address ethical issues during change projects (link). The paper includes a historical review of OD ethics, noting varying sets of values advocated by scholars and the lack of clarity on how those values translate into practice. It offers a structured approach for OD consultants to discuss and resolve ethical dilemmas with clients, aiming to strengthen professional integrity in change initiatives.

Leadership Ethics: Mapping the Territory
Author: Joanne B. Ciulla (1995) – Business Ethics Quarterly, Vol. 5(1) – Subscription Required
Link: Cambridge Core (Business Ethics Quarterly, 1995)

Summary: A widely-cited conceptual article that lays the groundwork for the academic study of ethics in leadership. Ciulla argues that understanding the ethical dimension of leadership is essential to understanding “good leadership.” She posits that debates about what constitutes effective leadership are inherently about ethics, asking “What is good leadership?” in terms of both competence and moral conduct (link). This work reviews the ethical issues entangled with leadership theories and calls for integrating normative ethical analysis into leadership research. It is considered a foundational framework for scholars and practitioners examining how leaders’ values and morality impact their leadership style and organizational culture.

Ethical Leadership: A social learning perspective for construct development and testing
Authors: Michael E. Brown, Linda K. Treviño, & David A. Harrison (2005) – Organizational Behavior and Human Decision Processes, Vol. 97(2) – Subscription Required

Summary: This highly influential empirical paper introduces and validates the construct of ethical leadership in the management/organizational behavior literature. The authors define ethical leadership and propose social learning theory as the basis for understanding how leaders influence followers’ ethical conduct (link). Essentially, leaders serve as role models – their honest and principled behavior sets the standard that employees observe and emulate. The article includes the development of an Ethical Leadership Scale and finds that ethical leadership correlates with desirable outcomes like trust in leader and reduced unethical behavior. As a cornerstone publication on leadership ethics, it underscores the importance of leaders modeling integrity and ethics as part of organization development and culture-building.

Practicing Organizational Ethics: Lessons Learned from Ethical Companies
Author: Arthur M. Baldonado (2022) – International Journal of Managerial Studies and Research, Vol. 10(1) – Open

Summary: A recent open-access article that explores how ethical principles are put into practice in organizational settings, with case examples. Baldonado reviews three companies (Starbucks, Royal Caribbean, and AARP) recognized for their strong ethical cultures. He discusses how each company’s ethical programs and codes of conduct guide decision-making and behavior, and how ethical cultures yield business benefits like better reputations and employee loyalty (link). The article reinforces that organizational ethics – including leadership commitment to ethics and comprehensive ethics programs – can be a source of competitive advantage and are integral to long-term organizational development. It provides practical insights linking ethical guidelines to outcomes, illustrating the real-world impact of ethics in leadership and OD practices.

Values & Ethics of OD Practice
Authors: David Jamieson & Bill Gellermann
Published in: The NTL Handbook of Organization Development and Change (pp.45-65)uthor: Arthur M. Baldonado (2022) – International Journal of Managerial Studies and Research, Vol. 10(1).

Summary: This chapter explores how the values of OD practitioners shape both the way they work and the outcomes they achieve. It shows that practitioners’ personal values—such as integrity, honesty, authenticity, and compassion—affect their conduct and the means they use in OD processes (link). The chapter examines how these values either align with or clash with the values of client organizations, which can impact decision-making and the success of change initiatives. It discusses the historical evolution of OD values, their erosion and renewal over time, and how values serve as guides for ethical decision-making. The chapter also presents real-life dilemmas where value conflicts lead to ethical challenges for OD practitioners. Ultimately, it emphasizes that values are not fixed rules but evolving standards, shaped by personal experience and reflection, and highlights the importance of understanding one’s own value hierarchy to navigate ethical dilemmas in OD practice.

The OD Gathering
Authors: Sasha B. Farley, Hyung Joon Yoon, and César Padilla
Published in: OD Network Special Report (2017-2019)

Summary:

This article explores how values shape the work and outcomes of Organization Development (OD) practitioners. It explains that OD is built on values—beliefs about what is important—which guide both personal behavior and the way practitioners work with clients (link)The report describes how a group of OD practitioners and researchers, through meetings and a three-round Delphi study, gathered input from over 300 professionals worldwide to identify nine core OD values. These values come with clear definitions and examples of behaviors that show each value in action.

The study’s process shows that OD values are not fixed rules but evolving guides that help practitioners navigate challenges and ethical dilemmas. It emphasizes the need for practitioners to reflect on their own values and to consider how these align or conflict with the values of their client organizations. The article also discusses how these values can be applied at different levels—from personal self-awareness to organizational culture—and highlights the importance of diversity, inclusion, and equity.