As Beckhard[1] said in the preface to his seminal work:... in our rapidly changing environment, new organization forms must be developed; more effective goal-setting and planning processes must be learned, and practiced teams of independent people must spend real time improving their methods of working, decision-making and communicating.
Since the beginnings of organizational development as a profession, diagnosis has moved from the purely behavioral towards a strategic and holistic business diagnostic approach, and from looking at human interventions in isolation to exploring the interactions of people in the context in which they operate.
As organizations are more collaborative in nature, the traditional silo approach to diagnostics is becoming increasingly rare.
Organizational development and in particular the diagnostic phase of activities is spreading from the occupational psychologists towards mainstream business.
This focus reflects on the organization's ability to adapt to changes in environment conditions (with or without the need for information processing).