Concluding reflections and presentation of an EBOCD conceptual process model

This chapter begins by presenting a synopsis of insights on EBOCD practice gleaned from the Section 2 chapters, and a range of extant and emergent generalized (common) insights and lessons about evidencebased initiatives for OCD that have resulted from a multiple cross-case comparative analysis of the 33 reflective case histories presented in Section 3. It then offers a response to the skepticisms expressed by McLean and Kim, the authors of Chapter 52, about the reality of EBOCD ever existing beyond what they suggest could be outlier case history examples of OCD by drawing attention to the wide range of extant best evidence that informed them. The chapter concludes with an EBOCD Conceptual Process Model which offers a pathway forward for bridging the reputed research-practice gap in the field of OCD and HRD, and for generating new bodies of best evidence and practice-to-theory research opportunities.Chapter 5

Organizational change and development: the case for evidence-based practice

This chapter first discusses the complexities of change in organizations and why so many OCD programs fail and makes the case for change agents to become evidence-based in their change agency practice. The author then offers a definition of evidence-based organizational change and development (EBOCD) and outlines the types of “best evidence” that can be used to inform and shape the formulation and implementation of OCD strategies and to critically evaluate the associated processes and change agency practices. Various distinctive evidence-based initiatives for OCD are discussed and several case examples from the United Kingdom are presented. The chapter closes with a discussion of the specific merits of “design science,” “professional partnership” research, and “replication” researchChapter