Sparked with imagination,
fueled with data

— Susan Wojcicki.

About Me

I have been passionate about the field of Organizational Development for over twenty years. The first time I learnt that a field of work existed where we could apply insights from the behavioral sciences to making organizations and people happier and more effective—I was hooked.
Since then I have worked in this field as a researcher (as a doctoral student), a practitioner (for most of my career), a scholar (writing and presenting papers) and as a consultant. I believe the best judgments come from a combination of data and intuition, and therefore this is what I bring to Infinity OD.
I value research for it’s ability to give us a good understanding of how the world is operating, but it is intuition which opens up future possibilities.

Dr. Shalini Lal,

Founder, Infinity OD


Director HR, Deustche Bank
CHRO, Escorts Agri Machinery
Chief, OD and Change, Airtel
Head, HR Consulting, Ma Foi Management Consultants

Papers and Books

In search of change, planned and emergent
Public rhetoric, private narratives and the politics of change
The Tata steel change story


PhD, Organizational Behavior, UCLA
PGDM, Indian Institute of Management, Ahmedabad
B.A (Hons), St. Stephens College, Delhi

In search of change…. planned and emergent.

This research examines how professional service teams with extensive interactions with the environment, incorporate the information they receive to create ongoing change. Through a longitudinal and cross-sectional study of 30 teams in 4 organizations over a period of 9 to 15 months, I examine the process of such change and how it is influenced by important contextual factors, such as—the extent of environmental uncertainty facing the team, the presence of internal pressure to adapt, the extent of lateral interactions within the team, and the team’s location within a high visibility business. I specifically focus on the usefulness of the complexity sciences in explaining such change.

In doing so, this study represents the first empirical field test of this important set of theories. I find limitations to the use of complexity sciences based on differences in the properties of organizations and other natural complex systems. The implications for these findings for two fields of organization science—organizational complexity sciences and organizational change are discussed.