Some organization behavior theorists believe that the practice of organization development (OD) is dead, or at least dying. The cause of death is most often attributed to the emergence in the market place of "change management" consultants who are assumed to be operating from not only a different theory base, but also a different value system. While research has examined the values of OD practitioners, none has been conducted on the values of change management consultants. Also lacking is empirical data regarding whether OD and change management consultants approach planned change efforts differently. This study has two objectives. First, it seeks to address the gap in the literature that compares the values of OD and change management consultants, grounding the exploration in the central tendency of informed observers rather than personal sentiment or opinion. Secondly, this research examines how the values of OD and Change Management consultants influence their respective approaches to planned change in organizations. The research is cross-disciplinary drawing from organization behavior, organization development, psychology, and sociology.