ABSTRACT
The purpose of our study was to explore the effect of mentoring, on protégés, in an organization development course. This study is timely, because to enact organization development (OD), practitioners need multiple frameworks to make sense of their contexts. The data sources for this study were diaries. The diaries comprised of three major components. The first was an in-depth introduction of the mentor. Second, protégés reported the new learning as it related to the three concepts. Third, protégés conveyed their reflections of the experience. Two significant findings were revealed. First, the experience helped protégés to deconstruct OD. The deconstruction occurred via four strategies. Second, the protégés asserted confidence in their ability to pursue OD careers.
Disclosure statement
No potential conflict of interest was reported by the authors.
Additional information
Notes on contributors
Consuelo L. Waight
Consuelo L. Waight is an associate professor of human resource development (HRD) at the University of Houston. She is the director of the executive and traditional graduate programs in HRD. She teaches courses related to instructional design, dialogic organization development and global HRD. Consuelo’s research interests include executive education, learning and mergers and acquisitions, and global human resource development. Consuelo has a Ph.D. in Human Resource Development from the University of Illinois at Urbana-Champaign. Lastly, Consuelo is the recipient of a Fulbright Student Award (1995), and a Fulbright Scholar Award (2016).
Mayura Pandit-Tendulkar
Mayura Pandit-Tendulkar is an associate director of learning for Emeritus Institute of Management. She has 15 years of experience relating to marketing, corporate training, online training, instructional design and project management. She has worked in India and on various international assignments. Presently, Mayura resides in Aberdeen, Scotland.