Organization Development: The Process of Leading Organizational Change PDF
Preview Organization Development: The Process of Leading Organizational Change
Organization Development 2 3 Organization Development The Process of Leading Organizational Change Fourth Edition Donald L. Anderson University of Denver 4 FOR INFORMATION: SAGE Publications, Inc. 2455 Teller Road Thousand Oaks, California 91320 E-mail: [email protected] SAGE Publications Ltd. 1 Oliver’s Yard 55 City Road London EC1Y 1SP United Kingdom SAGE Publications India Pvt. Ltd. B 1/I 1 Mohan Cooperative Industrial Area Mathura Road, New Delhi 110 044 India SAGE Publications Asia-Pacific Pte. Ltd. 3 Church Street #10-04 Samsung Hub Singapore 049483 Copyright © 2017 by SAGE Publications, Inc. All rights reserved. No part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without permission in writing from the publisher. Printed in the United States of America Library of Congress Cataloging-in-Publication Data ISBN: 978-1-5063-1657-4 This book is printed on acid-free paper. Acquisitions Editor: Maggie Stanley Editorial Assistant: Neda Dallal eLearning Editor: Katie Ancheta Production Editor: Bennie Clark Allen Copy Editor: Diane Wainwright Typesetter: C&M Digitals (P) Ltd. Proofreader: Talia Greenberg 5 Indexer: Jeanne Busemeyer Cover Designer: Gail Buschman Marketing Manager: Ashlee Blunk 6 Brief Contents 1. Preface 2. Acknowledgments 3. 1. What Is Organization Development? 4. 2. History of Organization Development 5. 3. Core Values and Ethics of Organization Development 6. 4. Foundations of Organizational Change 7. 5. The Organization Development Practitioner and the OD Process 8. 6. Entry and Contracting 9. 7. Data Gathering 10. 8. Diagnosis and Feedback 11. 9. An Introduction to Interventions 12. 10. Individual Interventions 13. 11. Team Interventions 14. 12. Whole Organization and Multiple Organization Interventions (Part 1) 15. 13. Whole Organization and Multiple Organization Interventions (Part 2) 16. 14. Sustaining Change, Evaluating, and Ending an Engagement 17. 15. Global Issues in Organization Development 18. 16. The Future of Organization Development 19. References 20. Author Index 21. Subject Index 22. About the Author 7 Detailed Contents Preface Exercises and Activities Ancillaries Acknowledgments 1. What Is Organization Development? Organization Development Defined Making the Case for Organization Development What Organization Development Looks Like What Organization Development Is Not Who This Book Is For Overview of the Book Analyzing Case Studies Summary 2. History of Organization Development Laboratory Training and T-Groups Action Research, Survey Feedback, and Sociotechnical Systems Management Practices Quality and Employee Involvement Organizational Culture Change Management, Strategic Change, and Reengineering Organizational Learning Organizational Effectiveness and Employee Engagement Summary 3. Core Values and Ethics of Organization Development Defining Values Why Are Values Important to the OD Practitioner? Core Values of Organization Development Changes to OD Values Over Time and the Values Debate Challenges to Holding Organization Development Values Statement of Organization Development Ethics Summary Appendix Case Study 1: Analyzing Opportunities for Organization Development Work at Northern County Legal Services 4. Foundations of Organizational Change Levels and Characteristics of Organizational Change Models of Organizational Change: Systems Theory and Social Construction Approaches 8 Organizations as Systems Organizations as Socially Constructed Summary 5. The Organization Development Practitioner and the OD Process The Consulting Relationship and Types of Consulting The Organization Development Consulting Model OD Practitioners: Who Are They and Where Do They Work? The Organization Development Consulting Profession The OD Consulting Process and Action Research A Dialogic Approach to OD Summary 6. Entry and Contracting Entry Contracting Summary 7. Data Gathering The Importance of Data Gathering Presenting Problems and Underlying Problems Data Gathering Process Data Gathering Methods Creating a Data Gathering Strategy and Proposing an Approach Ethical Issues With Data Gathering Summary Case Study 2: Proposing a Data Gathering Strategy at TLG Solutions 8. Diagnosis and Feedback Diagnosis: Discovery, Assessment, Analysis, and Interpretation Finding Patterns by Analyzing Data Interpreting Data Selecting and Prioritizing Themes Feedback Resistance Ethical Issues With Diagnosis and Giving Feedback Summary Case Study 3: Sorting Through the Data From Logan Elementary School 9. An Introduction to Interventions Interventions Defined Why Interventions Fail Considerations in Selecting the Right Intervention Strategy Structuring and Planning Interventions for Success The Change Agent’s Role in the Intervention 9 Ethical Issues With Interventions Overview of Intervention Techniques Summary 10. Individual Interventions Individual Change and Reactions to Change Individual Instruments and Assessments Coaching Mentoring 360 Feedback Career Planning and Development Summary Case Study 4: Individual Type Styles at the Parks Department 11. Team Interventions Defining Teams What Makes a Successful Team? Special Types of Teams Team Development Team-Building Interventions Intergroup Interventions Summary Case Study 5: Solving Team Challenges at DocSystems Billing, Inc. 12. Whole Organization and Multiple Organization Interventions (Part 1) Characteristics of Contemporary Large-Scale Interventions Organizational Culture Assessment and Change Organization Design and Structure Directional Interventions Summary Case Study 6: Reorganizing Human Resources at ASP Software 13. Whole Organization and Multiple Organization Interventions (Part 2) Quality and Productivity Interventions Interventions in Mergers and Acquisitions Transorganization or Interorganization Development Dialogic OD Consultation and Interventions Summary Case Study 7: The Future of the Crossroads Center 14. Sustaining Change, Evaluating, and Ending an Engagement Sustaining Change After the Intervention Evaluation Ending an Engagement: Separation and Exit Summary 10
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