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By exploring two approaches to organisational change, gender and organisational development (OD), the author argues that OD is flawed since it perpetuates existing gender inequalities by failing to address them. By contrast, the gender approach brings change both for women and for men and is contextualised in a broader agenda of social transformation. Analysis of how power is gendered is the critical starting point. While gender is not disconnected from other forms of oppression - such as race and class - special attention needs to be given to gender because experience has shown it gets 'lost'. The article seeks to contribute to breaking new ground in theory and practice in order to promote organisations that are both equitable and effective.

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