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Relatively little is known about OD in universities and few models or frameworks for OD in universities exist. Since forces are present in universities that do not exist in the private sector and other non-university settings, there are unique challenges associated with OD in universities that are not well understood. What is the impetus or catalyst for adopting OD-based change in a university? Who initiates OD (administrators, faculty, external consultants, others)? Once started, how is OD sustained in university settings? What strategies are associated with the development and expansion of OD-based change? Why do some OD initiatives succeed while others fail?

To date these problems have not been addressed by research. The purpose of this article is to gain a better understanding of how planned change can be initiated in higher education using the models and methods of OD. Five case studies of universities undergoing significant change are examined to gain a better understanding of the issues raised by the questions above.

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