1.In a foreword to Bushe and Marshak's (2015) Dialogic Organization Development, Edgar Schein (2015) claims that: 'Dialogic Organizational Development (OD) could not have arrived at a better time. The assumptions underlying it and some of the goals for social change and improvement that it articulates not only build on an important historical legacy but reinforce those aspects of OD that will be most need in the future.' Discuss and assess this claim.

2.Identify and discuss the key underlying principles of the 'new' dialogical organizational development approach to organizational change.

3.Construct a table that compares and contrasts the similarities and differences between diagnostic and dialogical OD.

4.Explain the term 'the art and practice of the learning organization' and outline some of the main strengths and weaknesses of this approach.

5.Outline the key components of the change kaleidoscope framework and evaluate the practical value of the approach for managing organizational change.

6.What are the advantages and disadvantages of Jabri's model that combines Lewin's three stages of change with a more process-oriented dialogical approach?

7.Provide a critical assessment of appreciative inquiry, setting out the advantages and disadvantages of the approach for: (a) understanding processes of change; (b) planning processes of change; and (c) enabling improvisational and emergent change to occur.

8.In drawing on a familiar change example, evaluate which of the frames or models best align and explain the reasons why.

9.Reflect on the notions of objective and subjective, then consider whether there is a clear division between the two or whether the boundaries blur.