Organization development (OD) is the study of successful organizational change and performance. OD emerged from human relations studies in the 1930s, during which psychologists realized that organizational structures and processes influence worker behavior and motivation. More recently, work on OD has expanded to focus on aligning organizations with their rapidly changing and complex environments through organizational learning, knowledge management and transformation of organizational norms and values. Key concepts of OD theory include: organizational climate (the mood or unique “personality” of an organization, which includes attitudes and beliefs that influence members’ collective behavior), organizational culture (the deeply-seated norms, values and behaviors that members share) and organizational strategies (how an organization identifies problems, plans action, negotiates change and evaluates progress)

Fundamental proposal of the Organizational Development centered on the human being is to create a highly customized program for the organization in question, starting from the premise of listening to the people of the organization; Resulting in a "bottom-up" program. The set is analyzed from the bottom up, from the people; Gradually expanding to specific teams, to teams, areas, departments or "brands", reaching the body of the organization as a whole. The organization is seen as an organism; Where each person is a cell; Each team an organ; Each set of teams a system; Where the sum of systems is what constitutes the complete organism that is the organization. It makes no sense to try to solve problems of the set ignoring the needs of each system - because each "global" solution that does not take into account the needs of some systems, will lose effectiveness applied to that system; Weakening the effectiveness of the whole. In the bottom-up view, each system is analyzed and the solutions for each of them are elaborated so as to; at least; Not to harm the other systems; And, ideally, to collaborate with the needs of other systems.

From the broad base of cells and systems, we tap into the measures and decisions that can be most widely applied, while the specific needs of each system are analyzed and measures suggested and implemented "within" the system itself. This method creates participation, a sense of responsibility; Since the measures are born out of the very needs pointed out by the people. In this way, there is real support and engagement from the bottom up; Rising and expanding to the organizational body - every idea; When it reaches to be expanded to more systems in the organization, will already arrive previously supported by a relevant group of individuals; Which is the origin of the idea.

The role of area managers is fundamental in representing them and acting as spokespersons and harmonizers between the personal and collective needs of their area. The role of the organization's leaders is to act as interfaces between the needs of each area; Verifying that the measures implemented in each area do not create difficulties for the other areas. The customization of the measures, to be effective, is not part of the idea of ​​equality (the same thing has to happen in all areas); But of isonomy (the best solution for the specific questions of each area, provided it does not harm the others): that is, to offer the best solution to the specific needs of each individual, group and system, without prejudice to other systems and organization as a whole.

Because of the extremely customized feature of this consultancy, ask for a meeting to discuss the Human Development Program already carried out in NGOs, universities and companies in the area of communication