The originators of these newer OD practices may or may not be explicitly aware of the contrast in basic assumptions we explore here; in most cases they do not discuss them. These different OD practices have emerged, we think, because of a general shift in the popular awareness and acceptance of the new theories and premises on which they are based and because they work—that is, they provide consultants with new ways of improving organizational effectiveness while staying true to OD’s humanistic value base. This article intends to give voice and a beginning coherence to this new form of OD and bring its underlying assumptions into the mainstream of teaching, research, and practice.