Resumen
The purpose of this article was to demonstrate that organizational development interventions in key areas of learning organizations assist to further develop such organizations because they are open systems and accustomed to planned changes. Therefore, their resistance to planned developmental changes is limited in comparison to non-learning organizations that are not accustomed to this process. The ultimate goal of organization development is to make the organization more open and more adaptive through increases in capability and potential in order for it to continue making such planned change efforts on an action orientation basis. Learning organizations are viable and vital means for developing an organizations culture of high performance learners who become transformed people much better adapted to get results that affect the bottom line and the quality of life in their organizations. The author of this article focused organizational development interventions on a number of key areas in learning organizations which are: human resources policies and procedures, evaluation of human resources, structure and design, training and development of human resources, communication, and leadership. In this article, the above cited areas are referred to as concentrations. The organizational development intervention process consists of the diagnosis in order to identify the elements to be evaluated in the areas of concentration; the presentation of the results of the diagnoses in proposals for the implementation of the results; and the implementation through planned change efforts.