The purpose of our study was to explore the effect of mentoring, on protégés, in an organization development course. This study is timely, because to enact organization development (OD), practitioners need multiple frameworks to make sense of their contexts. The data sources for this study were diaries. The diaries comprised of three major components. The first was an in-depth introduction of the mentor. Second, protégés reported the new learning as it related to the three concepts. Third, protégés conveyed their reflections of the experience. Two significant findings were revealed. First, the experience helped protégés to deconstruct OD. The deconstruction occurred via four strategies. Second, the protégés asserted confidence in their ability to pursue OD careers.