Practicing Organization Development: Leading Transformation and Change

478 Pages·2015·4.69 MB·English

by  William J. Rothwell

Table of Contents
Title Page
Copyright
Dedication
List of Figures, Tables, and Exhibits
Acknowledgments
Foreword
Organization Development: Transforming the Whole Organization to Thrive, Perform,
Achieve Goals, and Grow Sustainably
Introduction: Getting the Most from This Book
The Audience for the Book
The Purpose and Objectives of the Book
References
Part One: Foundations
Chapter One: Organization Development, Transformation, and Change
What Are Organization Development, Transformation, and Change?
Why Care About OD and Change?
What Special Terms Are Used in Organization Development?
What Is Systems Thinking and Why Is It Important?
What Are the Philosophical Foundations of Organization Development, and Why
Are They Important?
Summary
Resources
References
Chapter Two: The Origins of Organization Development
Kurt Lewin—The Grandfather of Organization Development (1939)
Wilfred Bion—The Tavistock Method
Douglas McGregor—Theory X and Theory Y
What Is Different about Organization Development?
Who Named Organization Development?
The Origins of Organization Development Timeline
Summary
Resources
References
Chapter Three: Change Process and Models
An Overview of Key Models for Organizational Change
The Evolving View of the Action Research Model
New Action Research Change Model: Perpetual and Instantaneous Positive Change
Organization Development Effectiveness Model
Summary
Resources
References
Chapter Four: Organization Development and Transformation: What It Takes
How Organization Transformation Emerged
Three Types of Change
Requirements for Transformation to Succeed
Implications for the Organization Development Practitioner
Summary
Resource
Articles
References
Chapter Five: Transformational Leadership Development
Understanding Transformational Leadership
Transformational Leadership Development—Two Components
Transformation in a Dynamic Environment
Creating Self-Awareness
Know Thyself
The Self-Assessment Process
Summary
Resources
References
Chapter Six: Appreciative Inquiry: Organization Development and the Strengths
Revolution
Defining Appreciative Inquiry
Brief History of Appreciative Inquiry
Appreciative Inquiry Principles
The Appreciative Inquiry 5-D Cycle
Appreciative Inquiry and the Organization Development Strengths Revolution
Summary
Resources
References
Chapter Seven: Competencies for Success
Competencies as Competitive Advantage
Developing a Competency Framework
Professionalization: Case Examples
Current State of Competencies for the Field of Organization Development
Summary
Resources
References
Part Two: Organization Development Process to Guide Transformation and Change
Chapter Eight: Entry: Marketing and Positioning Organization Development
Determining Your Value Proposition
Identifying and Reaching the Economic Buyer
Establishing the Routes to the Economic Buyer
Establishing Conceptual Agreement
Creating Proposals That Close Business
Summary
Resources
Chapter Nine: Front-End Work: Engaging the Client System
The Essence of the Front End
Identifying the Client(s) and Sponsor(s)
Becoming Oriented to the Client's World
Establishing the Consultant's Competence and Credibility
Developing an Open, Trusting, and Aligned Relationship
Completing a Preliminary Diagnostic Scan
Contracting the Work, Working Relationships, and Exchange
Introducing the Engagement to the Organization
Summary
Resources
References
Chapter Ten: Launch: Assessment, Action Planning, and Implementation
The Purpose of Launch
Developing a Launch Philosophy
What It Takes to Build Successful Organizations
Considerations in Applying the Launch Phase of Organization Development to
Changing Times
Assessment
Action Planning
Implementation
Summary
Resources
References
Chapter Eleven: Evaluating Organizational Transformation: A Situational Approach
Defining and Differentiating Change
The Challenge of Evaluation
Paradox of Competing Demands
Levels of Evaluation
Choosing an Evaluation Strategy
Case Example: A Technology Firm
Summary
Resources
References
Chapter Twelve: Measurement to Determine the Return on Change Management
Multi-layered, Holistic Measurement
History of Measurement
Change Measurement Framework
Change Measurement Scorecard
A Case Application of Change Measurement Scorecard
Summary
Resources
References
Chapter Thirteen: Closure: Mobilizing Energy to Sustain an Agile Organization
Case Example
The Planned Closure Process
Mobilizing Energy
Reflecting Supports Agility
Attend to Closing Throughout an Organization Development Intervention
Guidelines for the Closing Process
Healthy Closure
Determining Next Steps
Summary
Resources
References
Chapter Fourteen: Taking Culture Seriously in Organization Development
What Is Culture and How Does It Work?
Dialogic and Diagnostic Organization Development
Diagnosis and Intervention
The U.S. Culture of Doing and Measuring
What Is Organization Development's Model of Organizational Functioning?
Summary
Resource
References
Part Three: Levels and Types of Change
Chapter Fifteen: Individual Development in Organization Development: Making
Change Stick
Coaching Steps for Behavior Change Process
Case Study
Coaching Teams for Behavior Change
Summary
Resources
Chapter Sixteen: Leading Innovative Teams
Examining the Team Leader
Create a Safe Space for Others to Innovate
Building a Team with Complementary Skills and Expertise
Team Processes That Encourage Innovation
Summary
Resources
References
Chapter Seventeen: Transformation and Change in Large Systems
Defining Transformation and Change in Large Systems
Interventions in Internal-Design Components
Summary
Resources
References
Chapter Eighteen: SOAR: Building Strategic Capacity
Strategy—A Historical Perspective
Linking Strategy and Organization Development
SOAR
SOAR: A Positive Transformation
Summary
Resources
References
Part Four: Special Issues in Organization Development, Transformation, and Change
Chapter Nineteen: Sustainability and Transformational Work: What Should Business
Do?
Consideration 1: Move from a Preplanned to an Emergent Process
Consideration 2: Harvest the Low-Hanging Fruit
Consideration 3: Develop New Competencies for New Challenges
Summary
Resources
References
Chapter Twenty: Organization Design that Transforms
The Relationship of Organization Design to Organization Development
Key Concepts in Organization Design
The Assessment
Design Criteria
Summary
Resources
References
Chapter Twenty-One: Mergers and Acquisitions: Still Crazy After All These Years
The M&A Process
Recent Developments in M&A Practice
Summary
Resource
References
Chapter Twenty-Two: Exploring the Relationship between Organization Development
and Change Management
What Is Organization Development?
What Is Change Management?
The Relationship of Organization Development and Change Management
Example: A Merger
Summary
Resources
References
Chapter 23: Positive Organizational Change: What the Field of Positive Organizational
Scholarship Offers to Organization Development Practitioners
Positive Organizational Scholarship
A Positive Organizational Scholarship Framework
A Positive Organizational Scholarship Lens in the Practice of Organization
Development
The Application of Positive Organizational Scholarship in Organization
Development
Summary
Resources
References
Chapter Twenty-Four: Positive Organizational Ethics: Adult Moral Development in the
Workplace
Principled Performance
Ethics as a Practice
Techniques for Ethical Development
Summary
Resources
References
Chapter Twenty-Five: The Classic T-Group
T-Group Defined and Explained
Key Principles of T-Group Participation
T-Group: Content and Process
The Role and Skills of the T-Group Trainer
What Participants Say About T-Groups
The Past, Present, and Future of T-Groups
Summary
Resources
References
Chapter Twenty-Six: Leveraging Diversity and Inclusion for Performance
The Essential Choice in Every Interaction: To Judge or to Join?
Enhancing Interactions with the 4 Keys
Three Strategies for Creating the Change
Summary
Resources
References
Chapter Twenty-Seven: The Global Organization Development Professional
Critical Issues and Their Influence on Global Organization Development
The Role of Culture in Global Organization Development
Summary
Resource
References
Chapter Twenty-Eight: The Convergence of Organization Development and Human
Resource Management
The Growing Convergence of Human Resource Management and Organization
Development
A Conceptual View of Human Resource Management
A Conceptual View of Organization Development
Organization Development and Human Resource Management: Similarities and
Differences
Present and Future Challenges in Human Resource Management and Organization
Development
Summary
Resources
References
Chapter Twenty-Nine: Constructive Use of Power for Organization Development
Practitioners
What Is Power and Politics?
Why Power Relates to Organization Development
The Concept of Power Bases and Power Strategies
Power Strategies
How to Increase Power and Influence to Achieve Impact
Summary
Resources
References
Chapter Thirty: Beyond Social Networks: The Über Connection
Segmentary Systems
Summary
Resources
References
Part Five: The Future of Organization Development: Embracing Transformation and New
Directions for Change
Chapter Thirty-One: The Dialogic Organization Development Approach to
Transformation and Change
Eight Key Premises of Dialogic Organization Development
The Core Processes of Transformational Change in Dialogic Organization
Development
What Do Dialogic Organization Development Practitioners Do?
Summary
Resources
References
Chapter Thirty-Two: The Future of Organization Development, Transformation, and
Change
The Five Emerging Trends
Summary
Resources
References
Chapter Thirty-Three: Authors' Insights on Important Organization Development Issues
The Relevancy and Future of Organization Development
The Most Important OD Concepts That Should Be Taught to Leaders and Students
The Keys to Successful Organization Development
The Most Important Competencies OD Practitioners Should Have
Favorite Tasks for Generating Important Information
Lessons Learned in Practicing Global Organization Development