01397pab a2200157 454500008004000000100001900040245012100059260000900180300001400189362000800203520090300211650003501114650002601149700002201175773004201197180718b2009   xxu||||| |||| 00| 0 eng d  aOflynn, Jannie  aExperimenting with organisational development in Bhutan: a tool for reform and the achievement of multi-level goals?  c2009  ap.133-44.  aMay  aIn this article we present a unique study of how a nation, Bhutan, is using a specific change management approach - organisational development - as the lever for system-level change in pursuit of a complex, multi-level suite of goals to, ultimately, enhance Gross National Happiness (GNH). We argue that this represents one of the first attempts at using OD for wide-scale change, something hinted at decades ago, and flagged by recent work coming out of the United Nations Development Program and civil society organisations (CSOs). Conceptually, we point to a high level of fit between the Bhutanese development philosophy and OD, and argue there is a great potential for using OD in the context. However, we raise a series of issues around the practical feasibility of this approach highlighting important points of tension which pose major challenges for the Bhutanese experiment. - Reproduced.  aAdministrative reform - Bhutan  aAdministrative reform  aBlackman, Deborah  aPublic Administration and Development