Unitary Developmental Theory (UDT) is proposed as a comprehensive framework for understanding and improving organizational, individual, and economic development, addressing high failure rates in current change management practices. It offers a structured model for assessing and enhancing capabilities across various levels, enabling organizations to effectively adapt to challenges and foster collaboration and growth. UDT integrates insights from psychology, management, and economics to create actionable strategies for sustainable transformation and performance improvement.

1. Next Generation Organization & Team Change & Development
(Unitary Developmental Theory)
www.orgcmf.com
Contents
Unitary Developmental Theory (UDT)............................................................................................2
UDT and Organizations (Volume 2) ...............................................................................................2
UDT and Society (Volume 3 in preparation) .................................................................................4
UDT and Economics (Volume 4 in preparation)...........................................................................4
Unitary Developmental Theory and Organization Development, Book Volume 2..................4
Unitary Developmental Theory and Organization Development, Volume 2 — ODTI (orgcmf.com) .4
UDT in Practice for day-to-day use in Organizations & Teams..................................................5
The Challenge faced by Organizations and Teams today and going forward.....................5
The consequences of not addressing Organization Development correctly .......................5
Empowering teams to collaborate and build Capabilities that Develop the Organization
and its performance. ....................................................................................................................5
The Organization Capability Maturity Framework (OrgCMF™)..............................................6
The Organization Capability Maturity Online Platform (OrgCMF™)......................................7
Why using UDT is important? .........................................................................................................7
About the Authors........................................................................................................................8

2. Next Generation Organization & Team Change & Development
(Unitary Developmental Theory)
www.orgcmf.com
Unitary Developmental Theory (UDT)
UDT is a breakthrough theory which offers a single 7-Level operationalizable model
of Development, Habituation, Degradation and Recovery for People, Organizations
and Economies as micro-, meso- and macro-socio-economic systems. Peer-reviewed
and published in a series of Volumes from November 2022 through the leading
humanities publisher Routledge, it addresses the root causes for the average 70%
failure rates for interventions across each of these 3 domains, and corrects related
paradigmatic deficit by e.g., graphically revealing the relative shortcomings of
existing models and concepts due to their particular paradigmatic biases. With
diagnostic and developmental applications, it arguably leads the way in
Developmentalism insofar as it offers completion to existing models across each
domain; models maturity in terms of levels of functionality; operationalizes otherwise
nebulous concepts such as Self-Actualization and Culture, both Organizational and
National; gives structure, completion and theoretical depth to recent emergent
Dialogue approaches in Mental-Health Recovery and OD; models maturity in systems
where immaturity fractures society and the world at large; and offers an improved
working model of human nature to disciplines such as Economics.
UDT and Individuals (Volume 1)
UDT offers a complete normative model for psychological development across the
Life-Span and Mental-Health Recovery. For the various Psychotherapies which are
specialized for particular conditions, it acts as a Meta-Theory from which therapists
can complete their process and bolster their structures and discipline. In non-clinical
applications, its modelling will offer people graphic diagnostic representations of
their life-systems as well as remediation guidance. UDT also transforms a number of
psychological concepts such as Linear, Lateral and Integrative Mindsets, showing
how each shapes all types of systems and behaviours for better and for worse, and
for the first time gives theoretical grounding for the Clustering of Personality
Disorders which had relied on statistical analysis of co-morbidity. It also uniquely
accounts for the effects that different levels of maturity in organizational and
economic systems have on individuals.
UDT and Organizations (Volume 2)
Many question the Failure Rates in OD/CM but they are comprehensively validated in
the Bible of Change Management called Managing Change by Burnes (2017, pp x-
xiv), and UDT literally offers science where there is Dark-Age practice. E.g., Culture
which is cited as the main cause of failure, is pathetically defined as “the way we do
things around here”, whereas UDT – with clinical validity – defines Culture as
Habituated Maturational Stage, and Culture Change becomes just another OD

3. Next Generation Organization & Team Change & Development
(Unitary Developmental Theory)
www.orgcmf.com
exercise. Agility (with its average 30% premium returns but only achieved by 25% of
organizations) is clinically re-defined according to UDT’s 3 highest Levels culminating
in Regenerative Eco-System, and Resilience is shown to increase with maturation
through the Phases.
How UDT transforms Change Management/Organization Development (CM/OD)
There are 4 different ways in which the UDT model can facilitate CM/OD, and Vol. 2
offers historical case studies of each:
1. The Model itself can become a CATALYST when simply used in discussion
about the functionality of any part of the organization or the organization
itself. When prevailing performance and behaviour is graphically shown to be
far from where it should be, it can trigger the Disorienting Dilemma that is
required for all substantial change.
2. The Phases of the Model provide a process that can be applied to a
discrete CHANGE-MANAGEMENT PROCESS that addresses a particular
problem for the organization. For all types of change and mindset, it is good
to have a step-by-step process that chimes with how human systems actually
learn
3. CULTURE CHANGE as discussed above
4. ORGANIZATION DEVELOPMENT of either the full system, any sub-system or
activity through Formal Diagnosis of Critical CAPABILITIES and
implementation of resultant Prescriptive Developmental Process. Apart from
the typical internal cause of failure which is Culture, interventions fail because
they either overshoot the Learning Capacity of the system, or their process
misses phases of the normative developmental process. Diagnosis through
UDT determines the Level of functionality for each critical dimension
(Capability) of organizational functioning. These Levels determine the scope of
intervention required. E.g., if diagnosed in the bottom half of the model, then
no Traction will occur, so Radical Process is required which means starting
with Phase 1a. However, if a Capability is diagnosed in the upper half such as
Level 5a, then a Next-Step intervention will suffice starting with Phase 5b.
Apart from a full-system application which covers Capabilities from Physical
Resources to Macro-Environment, specialist applications are devised for Team
Development and Digital Transformation. Each are in modular format that can
be customized to suit requirements. Training programs and support are
provided through ODTI for each type of implementation and use Vol. 2 as a
reference text which is provided in online format to each participant.

4. Next Generation Organization & Team Change & Development
(Unitary Developmental Theory)
www.orgcmf.com
UDT and Society (Volume 3 in preparation)
Vol. 3 is titled UDT and Actualization of Self and Society. It directly answers the
challenge posed by Nobel Economist Joe Stiglitz who, in his book entitled Learning
Society, argues that his aspiration is the only viable Government Strategy. Self-
Actualization is re-purposed particularly in relation to Emotional and Spiritual
Maturity which are transformed, and a modelling of mature relationship is offered.
Societal systems which can be antagonistic are also given the Maturization
treatment. E.g., Education, Politics, Religion, Justice are examined and alternative
modelling is offered where one practitioner commented that “through UDT, Criminal
Rehabilitation can put lives back on tracks that nobody knew existed”. Also
transformed are the appreciation of the Arts such as Literature and History which can
now show how systems of different Maturational forces have shaped our world and
how Inversive forces such as Authoritarianism which is at best a Level (2a) system
should be addressed.
UDT and Economics (Volume 4 in preparation)
The main deficits which UDT directly addresses in Economics are related to e.g.,
providing an Integrative modelling of human nature rather than the Linear version on
which it is based (as called for by e.g., Jeffrey Sachs); bringing the same completion
to models of Economic Diagnosis and Development that it brings to Psychology and
Organizational Science; offering a comprehensive modelling of Policy Design and
Implementation as aspired to by Mullainathan whose efforts are restricted to using
tactics derived from Consumer Behaviour studies; adding value to market profiling;
transforming Regional-Development strategies such as Clustering and Regional
Branding; and offering a comprehensive modelling of Regenerative Economics which
the discipline aspires to model but is only achieving e.g., Circular Economy.
Unitary Developmental Theory and Organization
Development, Book Volume 2.
Unitary Developmental Theory and Organization Development, Volume 2 — ODTI (orgcmf.com)

5. Next Generation Organization & Team Change & Development
(Unitary Developmental Theory)
www.orgcmf.com
UDT in Practice for day-to-day use in Organizations &
Teams.
The Challenge faced by Organizations and Teams today and going forward
Organization Development (OD) is often perceived as daunting for leaders, what do
we do? how do we do it? with whom? and when? In today's Volatile, Uncertain,
Complex and Ambiguous environment (VUCA) transformation from Situation and
State 'A' to Situation and State 'B' with a focus on 'Strategy, Structure & Training'
often with a HR bias in insufficient to assure you 1. Do the right thing, and 2. Achieve
the desired Results. Today's organizations are very sophisticated Systems with many
Elements and many different types of 'Inter' relationships, where unintended &
unforeseen consequences of actions easily occur. Likewise, there has not been
comprehensive Structures, Roadmaps and Capability Measurement Tools that can
guide an effective Organization Development until now.
The Organization; depending on its 'Maturity' will function at a certain level of
performance. Different parts (elements) of the organization usually function at
different levels and, depending on their current level of Functioning, their Learning &
Development actions and action types will differ. This makes it more challenging for
Leaders and managers to identify those different functioning levels and, calibrating
plans and actions, that will assure that over time, the target functioning and
performance for each element and team is achieved to the level that enables the
overall organization Learning & Development objectives and outcomes to happen.
The consequences of not addressing Organization Development correctly
History & Research tells us that 70%+ of Change and Transformation initiatives fail to
achieve their original target objectives, and only 30% of Organizations achieve any
level of true Agility and Resilience to VUCA. Organizations spend a fortune on
Consultants, Training and most importantly staff time on Change and OD initiatives,
only to fail to achieve target benefits of these investments. Consistent approaches
and measurement of progress in OD can be hard to achieve and often use
boilerplate approaches that do not acknowledge and adapt to the different parts of
the Organization that function at different levels. Operational KPIs' are often used to
drive change at all levels but do not always add up to achieving the overall
organization targets, or worse still less ambitious targets are set to acknowledge this
situation thus failing to drive building competitive capabilities that lead towards
overall 'Leadership' levels of performance at all levels.
Empowering teams to collaborate and build Capabilities that Develop the
Organization and its performance.

6. Next Generation Organization & Team Change & Development
(Unitary Developmental Theory)
www.orgcmf.com
By understanding, learning and using a UDT approach across every aspect of the
organization and its functions, a cost effective and consistent approach can be
adopted that empowers individuals and teams to identify the core Capabilities and
their respective Maturity Levels and Gaps. It enables teams to calibrate their actions
and approaches, guided by UDT based roadmaps. Change and Improvement plans
and actions are calibrated to each elements functioning level, thus assuring traction
and sustainable change & development. By using these approaches the required
Capabilities and their levels of Maturity can be organically built throughout the
organization's systems, towards Leadership Levels of Performance (KPIs). This
integrated development approach assures that characteristics such as Collaboration,
Agility, Resilience, Innovation, Leadership, Productivity and Digital develop in line
with aims and objectives.
The Organization Capability Maturity Framework (OrgCMF™).
The Organisation Capability Maturity Framework (OrgCMF™) is a set of Bodies of
Knowledge, Reference Models, Techniques & Tools based on the UDT Capability
Maturity Standard, which enables Organisations and teams improve their Performance
(Functioning & Learning Levels) in line with their Aims & Ambitions for Change,
Improvement & Transformation.
The three OrgCMF™ reference models (Organization, Team, Digital).
The Organisation Maturity Index (OMI) is the primary OrgCMF™; Reference
Model, Body of Knowledge & Capability Maturity Assessments, which guide
Individuals and Teams in measuring and improving the maturity levels
through the structured Learning & Development Process that apply to all
Organisation Systems and their underpinning Capabilities.
Organization Agility: The ability of the Organization, its teams, people,
processes and systems to adapt to changing circumstances and VUCA, in
the short, medium and long term, to achieve its aims & capitalize on
growth opportunities for its business & operations.
The Team Maturity Index (TMI) is an OrgCMF™; Team Reference Model,
Body of Knowledge & Capability Maturity Assessments, which guide
Individuals and Teams in measuring and improving their effectiveness &
performance through the maturity levels, providing a roadmap for Leadership
Performance (Level 7)
Hybrid Team Effectiveness: The ability of people to come together to
anticipate opportunities, solve problems, innovate and take actions,
regardless of location, which deliver on their common goals, effectively
and efficiently, leading to stakeholder satisfaction.

7. Next Generation Organization & Team Change & Development
(Unitary Developmental Theory)
www.orgcmf.com
Digital Maturity Index (DMI) is an OrgCMF™ Digital Maturity Reference
Model, Body of Knowledge and Maturity Assessment Tools, which enables
Organisations, Teams and Individuals to measure their Digital Effectiveness
and guides them in improving their Digital Business Performance.
Digital Performance: The ability to design, adapt and execute business
& operating Model(s), access & leverage resources, through technology
and technology ecosystems thus attaining leadership levels of
performance.
The Organization Capability Maturity Online Platform (OrgCMF™).
• Complete & Comprehensive Capability Bodies of Knowledge for all three
OrgCMF™ Reference Models (OMI, TMI, DMI)
• Maturity Roadmaps for all Dynamic Capabilities (24) & Construct Capabilities
(141)
• Training, User Guides, Papers & Studies
• On-Line user configurable Capability Maturity Assessments and related
reports and improvement action guidance
• www.orgcmf.com
Why using UDT is important?
• Existing Models for Transformation, Change and Improvement lack the
sophistication required for today’s VUCA environment, whereas UDT
provides a Standard Integrated Reference Model that equally applies for
building Organization & Team:
o Performance
o Agility (Change Capability)
o Resilience
o Productivity
o Collaboration
o Culture
o Innovation
o Leadership
o Digital Business Performance
• Underpinned by Management, Learning, Psychology, Learning and
Economic Science
o Explains the 15 Normative Levels an organization can reside at
(Habituate) for every system element’s level of functioning.
o Outlines the developmental steps and actions to move from any step to
the next improved step applying the UDT rules.

8. Next Generation Organization & Team Change & Development
(Unitary Developmental Theory)
www.orgcmf.com
• Three Implementation Reference Models with complete bodies of
Knowledge.
o The Organization Maturity Index (OMI)
o The Team Maturity Index (TMI)
o The Digital Maturity Index (DMI)
• Easy to understand and use, with on-line access and Assessment
About the Authors
Myles Sweeney, BA (Psychol.), MBS (Finance), Ph.D (Business/ Economic Psychol.) is
a Psychologist and Organization-Development Practitioner who has used his
expertise across the three domains of Psychology, Organization Development and
Economic Development, and other fields such as History where he has enabled
heritage revival in his native Ireland, to research and develop Unitary Developmental
Theory (UDT) to redress both poor outcomes to developmental interventions and
related paradigmatic deficit across each domain.
Declan Kavanagh (DipEng, CDipAF, MBA) Managing Director of the Organization
Development Tools Institute with over 40 years in the ICT sector with Multinationals
& Founder CEO of successful Entrepreneurial Start-ups. I first applied the Model
during its R & D, to diagnose systemic collaboration improvement opportunities
through the adoption of social collaboration platforms. The depth of the
developmental stages content across all organization domains is powerful for
prioritizing key system elements particularly the human dynamics for changes. The
current application in OrgCMF™ is accessible, usable and useful for any leader or
professional.