Abstract

Compassion fatigue is well-documented in helping professions but remains underexplored in the field of organization development (OD). This qualitative study examines the contributing factors, manifestations, and mitigation strategies of compassion fatigue among OD practitioners. Findings from interviews with experienced practitioners reveal that leadership dysfunction, large-scale change, role-based emotional labor, and personal vulnerability contribute to fatigue. Manifestations span emotional, cognitive, physical, and relational domains, sometimes spilling into practitioners’ personal lives and diminishing professional effectiveness. Common coping strategies include physical regulation, boundary-setting, peer support, and reframing — similar to those in other helping fields, yet uniquely adapted in the absence of formal support structures. This study extends the literature by identifying OD professionals as a previously overlooked population at risk for compassion fatigue and offering insight into their distinct challenges. Implications for practice and future research include the need for more systemic support, training, and normalization of emotional processing within the OD profession.

Library of Congress Subject Headings

Secondary traumatic stress; Organizational change—Psychological aspects

Date of Award

2025

School Affiliation

George L. Graziadio School of Business and Management

Department/Program

Business

Degree Type

Thesis

Degree Name

Masters

Faculty Advisor

Darren Good

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