000			01466pab a2200193 454500
008			180718b2009 xxu||||| |||| 00| 0 eng d
100			_aOflynn, Jannie
245			_aExperimenting with organisational development in Bhutan: a tool for reform and the achievement of multi-level goals?
260			_c2009
300			_ap.133-44.
362			_aMay
520			_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.
650			_aAdministrative reform - Bhutan
650			_aAdministrative reform
700			_aBlackman, Deborah
773			_aPublic Administration and Development
908			_aN
909			_a82327
999			_c82327 _d82327