1) Change management assumes that organizations are more orderly than they really are. And, when CM encounters unexpected difficulties, they further develop tool kits to drive out the noise cause by these so called “unexpecteds”.
OD (when practiced as an art) knows that the organizations have massive underlying dynamics which render much of the “visible activity” of an organization into a very partial view of things. OD knows that the organizational world is about the anxiety caused by the chaos fuelled by constant changing.
Thus, OD’s view of things is less positive and enticing for managers.
2) Change Management is not stuck in humanistic values. Thus, CM is more appealing to managers,. Managers and CM never say that people are spare parts; they just act that way. Thus, the derivate difficulties they encounter but do not often acknowledge.
OD is rooted in humanistic values, many of which are admirable but out dated. OD has been reticent about updating its value offering by become more relevant world wide. Thus, OD is a bogged down in the values of the western world and cannot scale up to global organizing.
Thus, CM mechanizes change and ignores people while OD promulgates western values in a global environment.
3) CM is productized, easy to understand and markets well. OD is “knowledge work” with an “art” delivery mechanism when well practiced. It is very hard to market, but far more sustainable over time.