The Organizational Health Diagnostic and Development Corporation (OHDDC) was formed in 1981 by the President and Co-Founder, Dr. Marvin Fairman.

The Organizational Health Instrument (OHI) was copyrighted following a rigorous three-year, three-phase research project. Since its inception, the diagnostic component has provided leaders with reliable and valid feedback concerning the internal workings of their administrative units. With three decades of research data, predictive validity has been firmly established.

The initial development component of OHDDC consisted of on-site leadership training and intervention strategies while Dr. Fairman served as a professor of educational administration at the University of Arkansas. These on-site sessions were used to field test and to refine the theoretical framework and improvement strategies for each of the ten dimensions of Organizational Health. Dr. Leon McLean became involved as a co-author in the late 80s and has continued to be instrumental in the development and refinement of the support materials, books, and training materials.

As the demand for these services continued to grow, Dr. Fairman left the university in 1991 in order to devote full time to his role as president and CEO. OHDDC relocated its corporate headquarters in the Dallas-Ft. Worth metroplex in 1995. Today teams of highly trained and certified consultants deliver these services throughout the nation. Most of these consultants are former clients who have witnessed the power of these diagnostic and development services within their organizations. These individuals and teams have provided services for public school systems, state agencies, chemical and petroleum companies, manufacturing companies, merchandising companies, and service organizations.

Our Sustained Systemic Success Model^TM is a by-product of a three-year Bill and Melinda Gates funded project. The purpose of the project was to identify those factors that must be in place in order to have sustained success even when changes are occurring at the superintendent and/or board of trustee levels. Participating organizations included the International Center for Leadership in Education, Council for Chief State School Officers, OHDDC, and one hundred high schools from across the nation. The statistically significant correlations between Organizational Health data and measures of productivity in this project validated our diagnostic and development strategies as cost effective processes for transforming these organizations, as has consistently been the case for public schools and other organizations for over three decades.

After a thorough review, the American Association of School Administrators (AASA) endorsed our diagnostic and development process in the spring of 2011. OHDDC continues to refine and improve its diagnostic and development materials and services based upon feedback from our clients, consultants, and professional associations.