The most advanced models of human and organizational development, discovered throughout history, have been unified within the curriculum of Integral School of Organization Development.

Organization development (OD), with its powerful and influential heritage, solid core, evolving applications and approaches, plays a vital role in today’s global, fast-paced world of constant change. Integral School of Organization Development (ISOD) was conceived as a unique guide through the field and applications of OD.

The School’s graduate-level program is especially suited for experienced practitioners, consultants and change agents who wish to explore organization development’s foundation, scope, focus, purpose, and methods. Classes are designed to capture the best thinking on key topics, fine-tune mentoring and consulting skills, learn about intervention options, envision human and organization development’s future, as well as reflect on the larger issues in growth and change. Leaders and managers will find tools and techniques they need to understand the route to organizational health and effectiveness, and to develop, launch, and nourish successful change efforts.


Module 1: Understanding Development

  • What is organization development
  • Past, present and future of OD
  • Dynamics of groups and teams
  • Specialist, eclectic and integral development
  • Mentoring and its role in development

Module 2: Diagnostics of Vertical Development 1

  • Structuralism and constructivism
  • Competences as evolving structures of mind
  • Models of competence vs Competency models
  • Key principles of structural development
  • Development of moral behavior
  • Development of work behavior
  • Development of values competence

Module 3: Diagnostics of Vertical Development 2

  • Development of leadership competence
  • Development of coaching and mentoring competence
  • Challenge-Support-Feedback triangle in mentoring
  • Development of teams
  • Development of organizations
  • Integral psychograph

Module 4: Diagnostics of Horizontal Development

  • Using typologies to manage variety
  • Typological models and their limitations
  • Fundamentals of psychometrics
  • Choosing instruments for typological profiling
  • Validity, reliability and interpretation bias
  • Personality traits
  • Organizational culture, climate and employee engagement

Module 5: Managing Change 1

  • Accounting for states and state changes
  • Change Management
  • Translation and transformation
  • Understanding the change process
  • Vertical sales transformation
  • Developing strategy focused organizations

Module 6: Managing Change 2

  • PDCA, ADKAR and other change models
  • Changing organizational culture
  • Projections and Ladder of inference
  • Organizational restructuring and turnaround
  • OD in mergers and acquisitions

Module 7: Nature of Individual Change

  • From taxonomy to ontogeny of development
  • Development of cognition
  • Recognizing and changing deep seated beliefs
  • Immunity to Change model
  • Single, double and triple loop learning
  • Inquiry and reflective practice

Module 8: Patterns of Organizational Behavior

  • System dynamics
  • The concept of a system and a holon
  • Individual and organizational holons
  • Tenets of systemic thinking approach
  • Method of OD analysis by quadrants
  • Problems of quadrant-reductionism)

Module 9: OD Intervention Targets

  • Process consultation
  • Large Group Interventions
  • Intergroup interventions
  • Four-frame diagnostic approach
  • Clinical organization development
  • Experiencing OST process
  • Mastering OD consulting

Module 10: Integrating OD & Mentoring

  • Demonstration of:
    • Structural diagnostics skills
    • Typological diagnostics skills
    • Managing (paradigm) change
    • Applied systemic thinking
  • Presentation of individual models of work
  • Individual feedback from faculty and students
  • Group feedback on the entire learning journey
  • Recommendations for further development


ISOD ODM Program aims to help students master how to:

  • Improve the performance of employees and organization
  • Select the right tools to use during crisis management
  • Change core beliefs and values in an organization
  • Develop conscious, proactive and responsible employees
  • Adapt to shrinking, expanding or emerging markets
  • Boost creativity and innovation in the organization
  • Restructure an organization (execute “turnaround”)
  • Develop not only employee competencies, but also personality
  • Manage the evolution of an organization and its changes
  • Lead the organization development process and interventions
  • Select and use the right tools for organizational diagnostics
  • Use the diagnostic results to plan and design OD interventions
  • Intervene into organization culture, structure and processes
  • Detect and avoid typical pitfalls of OD interventions
  • Ensure successful change management process and outcomes