The public-health-driven COVID-19 lockdowns unpredictably forced organizationdevelopment (OD) consultants to work from home in no time. Because original interventions, driven by behavioral and social-science knowledge, were predominantly designed for face-to-face encounters, adaptation to virtual OD services was inevitable. This article analyzes that process. This study aimed to investigate how OD consultants adjusted their labor activity from a predominantly face-to-face to a solely technologymediated setting. We adopted a bottom-up research approach to inductive concept development, following Gioia and colleagues’ (2013) methodology to study the adaptation process of 10 external and internal OD consultants. The findings indicate a parallel to Lewin’s (1951) famous three-phase model of change. We suggest that our emergent framework can be well applied by other occupational fields (e.g., education sector, therapy, consultancies) in a transition process to a virtual setting. To facilitate the transition in other occupational fields we present a guiding framework

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Organizational development,Remote work,Consultancy,Inductive research

• Psychology - Social Sciences